netrashetty
Netra Shetty
Emerson Electric Company (NYSE: EMR) is a major multinational corporation headquartered in Ferguson, Missouri, United States.[1][2][3] This Fortune 500 company provides engineering services for a wide range of industrial, commercial, and consumer markets.
Emerson is one of the largest conglomerate companies in the USA. As of 2010, it has a workforce of approximately 127,700 employees worldwide, with a global presence spanning 150 countries.
In the end, HR can only determine its value to the organi-
If you’re not keeping score,
zation by measuring it. Earlier in this report, we saw that
you’re only practicing.
most agencies had at least defined HR output measures in
-Vince Lombardi
agency strategic plans, annual performance plans, and/or HR
strategic plans. This is an encouraging trend, but we need
to look further at whether these measures are actually being tracked and used for decision-
making. The best measures in the world are meaningless if not used.
HRM measures in the strategic and annual performance plans are usually tracked by the HR office
and forwarded to the planning office for distribution and sharing of the information. A few
agencies, such as NASA, SSA, and Education, report actually using the information for decision-
making and tracking whether goals are being met. NASA even posts the information on its web
page. However, we found that most agencies look at available data without really evaluating how
the information can be used to enhance goal attainment.
HR staffs find that measures from HR strategic plans tend to be more useful than those in the
agency strategic or annual plans, at least at the functional level. As discussed earlier, HR stra-
tegic plan measures tend to focus on internal HR programs, policies, and processes, and can
therefore point to deficiencies in these areas. HR officials can then use this information to make
improvements to the problem areas. From an organizational perspective, however, the measures
are generally not very helpful in determining achievement of HR goals because they are process
rather than outcome oriented.
Few agencies have implemented elaborate systems to track HRM goals and measures. None-
theless, there are quite a few interesting approaches some agencies are using to measure their
HRM performance.
Benchmarking is a systematic process of measuring an organization’s products, services,
and practices against those of a like organization that is a recognized leader in the studied
area. Many Federal HR offices are using this practice to identify ways to improve service
and align with business results. The most common benchmarking effort Federal HR offices
have participated in is the National Academy of Public Administration-Hackett Group HR
Benchmarking Study. There are at least 19 Government agencies involved in the
benchmarking of 22 HR processes within four areas: administration, risk management,
employee development, and decision support. The study also helps to gauge HR alignment
through decision support categories such as resource planning, organizational planning, and
strategic HR planning. Most participating agencies see the value in the information but have
not devised strategies for how to use it.
Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people
and that other development opportunities should be identified and agreed by the
individuals and line managers e.g.,
• On the job development
• Special projects
• Short-term assignments
• Short-term attachments with other functions/sections
• Cross –functional projects / teams etc.
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals
within Pakistan and with other regional companies.
Emerson is one of the largest conglomerate companies in the USA. As of 2010, it has a workforce of approximately 127,700 employees worldwide, with a global presence spanning 150 countries.
In the end, HR can only determine its value to the organi-
If you’re not keeping score,
zation by measuring it. Earlier in this report, we saw that
you’re only practicing.
most agencies had at least defined HR output measures in
-Vince Lombardi
agency strategic plans, annual performance plans, and/or HR
strategic plans. This is an encouraging trend, but we need
to look further at whether these measures are actually being tracked and used for decision-
making. The best measures in the world are meaningless if not used.
HRM measures in the strategic and annual performance plans are usually tracked by the HR office
and forwarded to the planning office for distribution and sharing of the information. A few
agencies, such as NASA, SSA, and Education, report actually using the information for decision-
making and tracking whether goals are being met. NASA even posts the information on its web
page. However, we found that most agencies look at available data without really evaluating how
the information can be used to enhance goal attainment.
HR staffs find that measures from HR strategic plans tend to be more useful than those in the
agency strategic or annual plans, at least at the functional level. As discussed earlier, HR stra-
tegic plan measures tend to focus on internal HR programs, policies, and processes, and can
therefore point to deficiencies in these areas. HR officials can then use this information to make
improvements to the problem areas. From an organizational perspective, however, the measures
are generally not very helpful in determining achievement of HR goals because they are process
rather than outcome oriented.
Few agencies have implemented elaborate systems to track HRM goals and measures. None-
theless, there are quite a few interesting approaches some agencies are using to measure their
HRM performance.
Benchmarking is a systematic process of measuring an organization’s products, services,
and practices against those of a like organization that is a recognized leader in the studied
area. Many Federal HR offices are using this practice to identify ways to improve service
and align with business results. The most common benchmarking effort Federal HR offices
have participated in is the National Academy of Public Administration-Hackett Group HR
Benchmarking Study. There are at least 19 Government agencies involved in the
benchmarking of 22 HR processes within four areas: administration, risk management,
employee development, and decision support. The study also helps to gauge HR alignment
through decision support categories such as resource planning, organizational planning, and
strategic HR planning. Most participating agencies see the value in the information but have
not devised strategies for how to use it.
Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people
and that other development opportunities should be identified and agreed by the
individuals and line managers e.g.,
• On the job development
• Special projects
• Short-term assignments
• Short-term attachments with other functions/sections
• Cross –functional projects / teams etc.
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals
within Pakistan and with other regional companies.
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