Disha2015, Day 2 opened in a new light with the first Panel Discussion on Embracing a New Metrics Culture.
Excerpts from the Discussion are:
Ms. Vijayanti Margassery: Senior Director-HRD, Biocon Ltd.
Ms. Vijayanti opined most HRs end up throwing metrics for things not relevant to the business which is not useful and that any metric has to have an outcome. Organisations now are moving away from workforce metrics to workforce optimisation metrics. HRs need to understand the nature of the business and customise metrics according to business needs.
She said further that critical roles can be identified, assessment can be done to find out the competency required for the identified critical role. The competency of the employees can be superimposed. Employees in an organisation can be segmented into two groups; critical to retain and critical to maintain. The ones who fall into critical to retain group are the ones whose skills are required in the future. The critical to maintain group were the ones whose skills were to be retained for day to day operations. Skill inventory is a mechanical method where the skills of each of the employees are mapped and this can be used to take decisions e.g. whether to buy or build.
Mr. Sunil Naik: Head of Talent Management at DHL Logistics
Mr Sunil strongly felt that HR was no longer subjective. Changing trends have ensured that HR has now become objective necessitating that HR personnel appreciate the power of numbers. He believed that it is imperative to understand the business in order to provide the relevant metrics. A metric which would work for one business might not be necessarily be relevant for another business. In addition, he also highlighted the fact that the role of HR is of immense strategic importance in the senior team of any organization. Talking about the role of metrics in the industry that he worked for (logistics), he remarked that metrics like productivity, gross profit per employee and revenue per employee were relevant. Often these metrics also determined the need for an engagement, as the return on an engagement could be measured. He reiterated the need to invest on people as a means for an organization to succeed.
Mr. Raj Karunakaran: Director of Human Resources, Philips
Mr. Raj was strongly opinionated that performance metrics and analytics are beyond statistics like headcount of employees, percentage of gender and ethnic diversity. He believed that analytics broadly could be categorized into three, one which involved just numbers, one which was strategic and the most important being predictive. Often the strategic analytics was reactive in nature. He laid particular emphasis on the need to map engagement and then analyse future trends. It often necessitated the development of in-house skills. Metrics had to be extremely important to identify redundant skills. Post identification, the organization could then work towards reskilling the employees and investing on niche skills to provide a competitive advantage.
Mr. Narayan Hegde: DGM-HR, HGS
Mr. Narayan Hegde contemplates that metrics based culture is a very critical aspect to be considered in an organization. Speaking from a customer delivery perspective, he mentioned the practices followed by HGS where the company stresses on identifying people officers within the company, coaching and mentoring, system of skip feedback, due to which there is no bad faith development due to criticism with the immediate supervisor in work. Evaluation of skill level of individuals is also a part of their monitoring metrics systems so as to remove the ‘’Bad Apples from the Big Basket”.
He also spoke about how a people friendly environment is created for employee retention so that he feels respected, has a sense of belonging. He spoke about how underperformance has to first be evaluated by managers from an external perspective and that it becomes the job of the manager to strive to improve performance of the employee. Turbulence reduction, in his view can be achieved by engaging and involving with employees. He also stressed upon improving skills is always required, because joining a good company, earning a decent pay and then considering yourself settled is a myth.