netrashetty
Netra Shetty
PACCAR Inc NASDAQ: PCAR is the third largest manufacturer of heavy-duty trucks in the world (after Daimler AG and Volvo), and has substantial manufacture in light and medium vehicles through its various subsidiaries
DHRM PROGRAM EVALUATION
DHRM’s program of conducting post-audit reviews of human resource
actions approved by agencies has been broadened. Increased agency authority,
greater flexibility in pay practices, and the movement from traditional to
contemporary organizational structures requires DHRM to ensure that Agency
Salary Administration Plans are consistent with the Commonwealth’s human
resource policies and that pay practices are administered in a fair and equitable
manner.
Therefore, the program evaluation focus shifts from a system that
reviews individual position actions to one that evaluates pay practices and
trends to ensure policy compliance and to assist agencies in managing employee
compensation and related matters. DHRM’s program evaluation encourages
the continuous improvement and success of agency compensation and related
human resource programs.
Evaluation Objectives
•
•
•
•
•
•
To strengthen the partnership between DHRM and agencies.
To insure compliance with state and agency policy and practices.
To more effectively address mutual work force priorities.
To introduce methods that encourage continuous improvement.
To establish and encourage a continuous learning environment.
To evaluate the impact and results of HR programs.
1
AGENCY PROGRAM EVALUATION
Human resource professionals and agency managers are accountable for
the consistent and accurate application of pay practices. As a component of
their Agency Salary Administration Plans, agencies should establish
methods for evaluating the application of pay practices across organizational
lines of the agency. In addition to helping ensure compliance with policy,
agency evaluation programs can identify the need for refinements to the
compensation system or Agency Salary Administration Plans, the affect of
pay practices and incentives on work force productivity, and can identify
training needs for managers, supervisors, and human resource professionals.
This approach encourages the continuous improvement and success of agency
compensation and related employee pay programs.
INTER-AGENCY EVALUATION TEAMS
Agencies within a secretariat may elect to establish inter-agency Peer
Review and/or Best Practices Teams to ensure consistency with agency plans,
promote improvements in pay administration, and to identify common agency
initiatives, needs, and work force issues. Such teams may consist of human
resource professionals who have both the expertise and professional reputation
needed to successfully function in this capacity. This cooperative approach, in
which peers are accountable to each other, can be used to help agencies
objectively evaluate their strengths and weaknesses and ensure that human
resource programs are operationally sound.
EVALUATION CRITERIA
Program evaluation performed by DHRM, the agency, or inter-agency
teams should include the review and assessment of a variety of documents,
including plans, policies, and procedures. The Agency’s Salary
Administration Plan, Training Plan, Operating Budget, data supplied to
DHRM, and the agency’s strategic plans can serve as primary sources for
identifying the human resource related activities that should be monitored and
evaluated. Generally, an evaluation program should include the following
elements:
2
• Compliance
Identification and assessment of compliance indicators that are confirmed
through sample case reviews
Assessment of agency policies and practices and their impact on policy
compliance
• HR Organizational Assessment
Assessment of organizational structure
Assessment of communication/operational strengths and gaps
Identification and acknowledgment of policies or practices that strengthen
the program
Recommendations for quality improvement
• Employee Relations
Sample employee interviews to obtain feedback on agency pay practices
Assessment of employees’ understanding of compensation
practices/services
Information that provides insight into employee or supervisory training
needs
• Results
Assessment of turnover trends (external) and internal activity data
(transfers, promotions, etc.)
Assessment of costs of pay actions (base adjustments and rewards)
Assessment of other agency indicators as needed (e.g., manager training
participation rates)
• Records Management
Assessment of adequacy of appropriate records of all agency pay actions.
In every profession, there's a hierarchy of common strategies that organizational leaders can select from and implement to meet the needs of their organization.
In the recruiting profession, the strategy at the top of the hierarchy is a "recruiting culture" strategy. Nicknamed by many as "the ultimate strategy," a recruiting culture strategy is one that transforms every employee into a 24/7 talent scout. Visiting an organization that employs such a strategy is a take-your-breath-away experience — because recruiting, rather than being some obscure function buried within the HR bureaucracy, is recognized as a primary driver of business success.
Yes, the business success, not HR success. The single factor that makes a recruiting culture unique is the realization among executives, managers, and employees that great recruiting is essential in order to "move the needle" of business success. This realization enables recruiting to permeate the very fiber of the organization. Using any criteria, building a recruiting culture should be the goal of any recruiting director worth their weight in salt.
Unfortunately, recruiting cultures are beyond the capabilities or even interests of most recruiting directors, and as a result, they're as scarce as tofu .From observation, there have only been a handful of recruiting cultures developed in recent history. Each has been a true work of art convincing the entire organization from the CEO on down that recruiting is so critical that everyone must be an active talent scout.
For organizations that have achieved implementation of this pinnacle strategy, the mere thought of shifting responsibility or ownership of a business-critical success factor to an outside vendor via outsourcing is laughable. This elite group understands the value recruiting can bring to the bottom line and have a lot of lessons to share.
A recruiting culture is a recruiting strategy that shifts the responsibility of recruiting to managers and employees. While the recruiting department provides leadership, every individual and department in the organization is assigned a prominent role in recruiting. No individual is exempt.
The process of building a recruiting culture begins with convincing senior executives that recruiting is so important that it must permeate the entire organization. In essence, recruiting becomes a business imperative.
The first step in accomplishing this is to build a "dead bang" business case which convinces the CEO and the CFO that recruiting impacts business results as much as other critical functions like marketing, R&D, and sales. Once buy-in has been achieved, the next step involves the CEO making it clear to everyone that he or she is the Chief Recruiting Officer for the organization, and as such, he or she will lead the charge to ensure that there is excellence in recruiting throughout the organization.
The business case must also be designed to convince every manager and employee that they too must play a critical role in recruiting. In effect, every manager and employee must be convinced that their personal business results, bonuses, stock value, and even their job security depends on them working alongside the very best people in the industry, and that the only way to ensure that they work alongside the very best is for everyone to work tirelessly 24/7 as a talent scout for the organization.
DHRM PROGRAM EVALUATION
DHRM’s program of conducting post-audit reviews of human resource
actions approved by agencies has been broadened. Increased agency authority,
greater flexibility in pay practices, and the movement from traditional to
contemporary organizational structures requires DHRM to ensure that Agency
Salary Administration Plans are consistent with the Commonwealth’s human
resource policies and that pay practices are administered in a fair and equitable
manner.
Therefore, the program evaluation focus shifts from a system that
reviews individual position actions to one that evaluates pay practices and
trends to ensure policy compliance and to assist agencies in managing employee
compensation and related matters. DHRM’s program evaluation encourages
the continuous improvement and success of agency compensation and related
human resource programs.
Evaluation Objectives
•
•
•
•
•
•
To strengthen the partnership between DHRM and agencies.
To insure compliance with state and agency policy and practices.
To more effectively address mutual work force priorities.
To introduce methods that encourage continuous improvement.
To establish and encourage a continuous learning environment.
To evaluate the impact and results of HR programs.
1
AGENCY PROGRAM EVALUATION
Human resource professionals and agency managers are accountable for
the consistent and accurate application of pay practices. As a component of
their Agency Salary Administration Plans, agencies should establish
methods for evaluating the application of pay practices across organizational
lines of the agency. In addition to helping ensure compliance with policy,
agency evaluation programs can identify the need for refinements to the
compensation system or Agency Salary Administration Plans, the affect of
pay practices and incentives on work force productivity, and can identify
training needs for managers, supervisors, and human resource professionals.
This approach encourages the continuous improvement and success of agency
compensation and related employee pay programs.
INTER-AGENCY EVALUATION TEAMS
Agencies within a secretariat may elect to establish inter-agency Peer
Review and/or Best Practices Teams to ensure consistency with agency plans,
promote improvements in pay administration, and to identify common agency
initiatives, needs, and work force issues. Such teams may consist of human
resource professionals who have both the expertise and professional reputation
needed to successfully function in this capacity. This cooperative approach, in
which peers are accountable to each other, can be used to help agencies
objectively evaluate their strengths and weaknesses and ensure that human
resource programs are operationally sound.
EVALUATION CRITERIA
Program evaluation performed by DHRM, the agency, or inter-agency
teams should include the review and assessment of a variety of documents,
including plans, policies, and procedures. The Agency’s Salary
Administration Plan, Training Plan, Operating Budget, data supplied to
DHRM, and the agency’s strategic plans can serve as primary sources for
identifying the human resource related activities that should be monitored and
evaluated. Generally, an evaluation program should include the following
elements:
2
• Compliance
Identification and assessment of compliance indicators that are confirmed
through sample case reviews
Assessment of agency policies and practices and their impact on policy
compliance
• HR Organizational Assessment
Assessment of organizational structure
Assessment of communication/operational strengths and gaps
Identification and acknowledgment of policies or practices that strengthen
the program
Recommendations for quality improvement
• Employee Relations
Sample employee interviews to obtain feedback on agency pay practices
Assessment of employees’ understanding of compensation
practices/services
Information that provides insight into employee or supervisory training
needs
• Results
Assessment of turnover trends (external) and internal activity data
(transfers, promotions, etc.)
Assessment of costs of pay actions (base adjustments and rewards)
Assessment of other agency indicators as needed (e.g., manager training
participation rates)
• Records Management
Assessment of adequacy of appropriate records of all agency pay actions.
In every profession, there's a hierarchy of common strategies that organizational leaders can select from and implement to meet the needs of their organization.
In the recruiting profession, the strategy at the top of the hierarchy is a "recruiting culture" strategy. Nicknamed by many as "the ultimate strategy," a recruiting culture strategy is one that transforms every employee into a 24/7 talent scout. Visiting an organization that employs such a strategy is a take-your-breath-away experience — because recruiting, rather than being some obscure function buried within the HR bureaucracy, is recognized as a primary driver of business success.
Yes, the business success, not HR success. The single factor that makes a recruiting culture unique is the realization among executives, managers, and employees that great recruiting is essential in order to "move the needle" of business success. This realization enables recruiting to permeate the very fiber of the organization. Using any criteria, building a recruiting culture should be the goal of any recruiting director worth their weight in salt.
Unfortunately, recruiting cultures are beyond the capabilities or even interests of most recruiting directors, and as a result, they're as scarce as tofu .From observation, there have only been a handful of recruiting cultures developed in recent history. Each has been a true work of art convincing the entire organization from the CEO on down that recruiting is so critical that everyone must be an active talent scout.
For organizations that have achieved implementation of this pinnacle strategy, the mere thought of shifting responsibility or ownership of a business-critical success factor to an outside vendor via outsourcing is laughable. This elite group understands the value recruiting can bring to the bottom line and have a lot of lessons to share.
A recruiting culture is a recruiting strategy that shifts the responsibility of recruiting to managers and employees. While the recruiting department provides leadership, every individual and department in the organization is assigned a prominent role in recruiting. No individual is exempt.
The process of building a recruiting culture begins with convincing senior executives that recruiting is so important that it must permeate the entire organization. In essence, recruiting becomes a business imperative.
The first step in accomplishing this is to build a "dead bang" business case which convinces the CEO and the CFO that recruiting impacts business results as much as other critical functions like marketing, R&D, and sales. Once buy-in has been achieved, the next step involves the CEO making it clear to everyone that he or she is the Chief Recruiting Officer for the organization, and as such, he or she will lead the charge to ensure that there is excellence in recruiting throughout the organization.
The business case must also be designed to convince every manager and employee that they too must play a critical role in recruiting. In effect, every manager and employee must be convinced that their personal business results, bonuses, stock value, and even their job security depends on them working alongside the very best people in the industry, and that the only way to ensure that they work alongside the very best is for everyone to work tirelessly 24/7 as a talent scout for the organization.