(Solution) MCIPD Ethical practice: Self Assesment & Behaviours CIPD

Output (the ‘what’): Performance Management System

Performance Rating is the key indicator for Personnel development, Salary Increment, bonus and retention. Till the year 2015 the performance appraisal results were not transparent, the employees were not able to know their job performance and expecting to get a salary revision and promotion.  During my intervention, what I could see all the performance ratings are unethical and biased based on the relationship with the managers and business heads. Moreover, the people who are performers and not good relationship with the mangers are put in under the exit plan. I have identified the root cause and designed a performance management policy which is approved by the Senior HR manager Performance Management System and MBOs. Objectives are set for each employee in the beginning of a year and quarterly, half yearly milestone evaluation taken place by the employee and the supervising manager and the annual appraisal on the process of self-assessment, Supervising manager, and the divisional Head.

Value created (the ‘so what’): 

·       Transparency in the performance management system

·       Employee retention rate increased to 10%

·       Employee motivation index increased by 40 %

·       Succession Planning

·       Employee Cost reduction by identifying the poor performers to 5%

·       Remuneration and bonus review became fair and standardized

Evidence for this in metrics:

·       Strategizing the Workforce replacement by cost effective recruitment resulted in the reduction of recruitment cost by US $ 100K

·       Internal vacancies were filled by the best performers which resulted in motivating and retaining the performer which resulted in recruitment, training and orientation cost saving approximately six months of salary Approx. US $ 2Million.

·       Employee satisfaction increased by 40%

Other evidence of impact:

·       Employer of choice

·       Integrated talent management & talent resource pooling

·       Policy bench marked with multinational companies which resulted in attract in super skilled candidates

·       Employee loyalty

Output (the ‘what’): Introduction and Implementation of HRIS

There was a scenario in the year 2016, which I have come across is all of our HR process were manual and paper based. The major risks were in payroll (error) non-legitimate claims, no transparency and manipulation of overtime. This issue has been discussed on the management meeting and I research and study the company report and discuss the situation with board. Finally, I recommend to have a HR information System to the organization and I have started my analysis and benchmarking with my competitors and best practice in the market. Later I finalized the system and submitted the project details to the board where I Have a challenging role to convince them for the budget of US $ 500,000. As I have given all the evidence and my analytics towards the losses acquired in the past and the benefit which we going to get it with the system implementation. Moreover, this system is integrated with SAP ERP. This HR Information systems consists of Data Management, Recruitment Process Automation, Payroll Administration, Time & Attendance Management, Performance Management System, Manger Self Service and employee Self Service

Value created (the ‘so what’): 

Upon implementing the HRIS we have the HR Data on the fingertip.

No Duplication on the claim and Payroll error

Employees are having the transparency on the HR Process

All the HR functions are linked with business vision and mission

Business data has been secured

Evidence for this in metrics:

Leave Accrual:

HR Opal enhanced the visibility of the employee leave accruals and which led to 60% reduction of leave accruals valued 1M US$.

Manpower Cost:

After the implementation of HR Information system, we could able to cut down four full time employees – valued 100,000 US$ per year. This means the return on investment on HR information system within 5 years.

Proper Utilization of the manpower:

With the support of Manager Self-service, we have utilized the manpower properly It was helped to minimize the specialized manpower hiring. Worth of 300,000/-US$ per year. (Primavera requirement, PMP-Project management Professional, Engineers Association certificate etc.)

Other evidence of impact:

PMS- Performance Management System:

HROPAL has the automated Performance Management System which is linked with each employees and their managers. Where in both of them can review the goals and objectives for the year and system will record their performance and provide them the result time to time. These reports will increase the employee productivity by giving them indication on their achievements and non-achievements. Further, any strategic plan can be taken upon the quarterly results. By doing this performance automation process we have reduced the business losses by 2% which is 2 M US$ and enhanced the employee productivity by 7%.

Professional courage and influence -2

Professional courage and influence: Showing courage to speak up and skillfully influencing others to gain buy in.

Describe a time when you had to influence stakeholders in order to engage them and get their buy-in to your work.

Bahri & Mazroei Group having multiple verticals such as Building Engineering Management, Information, Telephony solutions, Facility management, Travels. As the HR Manager having a business volume of $350 M and 1,250 FTE strength with annual budget of $ 30M with 25 HR & Admin Employees. I am reporting to Sr. Manager HR.

Output (the ‘what’):  Showroom Reduced by 4

In the strategic decision of the business can be failed and need real business augment and realistic values. In the year of 2017 we have 7 Electrical showrooms around all emirates and the business volume has been allocated accordingly. While reviewing the business and financial report I could see the duplication on the customer approach and operational expenses. In spite we have allocated the territory even. Further I have found that many of the customers are projects based and can be treated by the outdoor sales team. The operational cost of the showroom and other cost where keep on increasing and directly affected in P/L. carefully reviewing the scenario and recommend the board to reduce the showrooms by 4 instead of 7. Re assigned the showroom by the Dubai city – Northern Emirates – Western Region & Abudhabi City

Value created (the ‘so what’): 

Territory based showrooms are bringing the new business numbers and business volume has been increased by 15%. Huge customer profile where in place and its ease to approach them by the sales professionals. Since all the business territory has been revamped its very transparent to identify the customers need and serve them with our improved product line.

The new decision of the strategies has improved the business potential; New customers were identified and its helped us to introduce the new product line as per the customer requirement. Operational cost has been drastically went down and we have improved the profit share and huge discount has been offered to the customers and impacted to have huge customer list.

Evidence for this in metrics:

Business operational cost has been reduced by 36% from Rental and other operational costs

3 FTE Showroom Managers has been retrenched US$ 300,000/-

Inventory has been optimized

Purchase Order intake has been increased by 11%

Other evidence of impact:

P/L Profit share has been increased

Customer satisfaction has been increased as per the recent survey report

Commercial deposits have been refunded by the authority and reinvested on the same division

New product line has been improved

Enhanced the new segments of the business – EPC/MEP