BRIEF PROFILE

- wilfredmonteiro.blogspot.com
- I setup Synergy Management Associates (www.synergymanager.net) in 1993 as a center for promoting business excellence through its training and consulting services We have promoted innovative managment ideas, managing senior level projects and for delivering creative client solutions across business segments. We has shown time-tested capacity to build "Peak Performance Organisations" . by Designing Business Excellence Models, Audit and Design HRD Systems, Implement Performance Management Systems. I have been called “disruptive thought leader in the boardroom ” or “contra rebel” for my tangential thinking and ideas to improvise business vision and policy as a corporate advisor; I have helped young managers business scions and young entrepreneurs (who wish to become future CEOs) through my META+COACH MODEL. I have been called “performance turnaround specialist” by the sales managers for the quantum improvement Direct Marketing Campaigns and Steping -up Salesforce Effectiveness, I found time to be a visiting professor and seminar leader at India's premier management institutes and Chamber of and a keynote speaker for numerous conferences & seminars.
Sunday, March 9, 2025
does your HUMAN CAPITAL STRATEGY listen to the voice of the customer

Wednesday, January 1, 2025
YOUR 2025 RESOLUTIONS: sustaining momentum for the 365 days ahead
It's an exciting time of year. You're in the process of
closing out 2024 while simultaneously gearing up for a successful 2025. If
you're like me, you've already started to draft a list of New Year's
resolutions and have tons of ideas on things you want to accomplish
to make 2025 your best year yet.
By now you've no doubt heard the grim statistics on New
Year's resolutions -- something like 90 percent of them
fail -- so is the right conclusion to simply throw up your hands and
assume 2025 will be pretty much like 2024? I don't want to crush your
hopes, but statistically speaking, only 10 percent of us will
actually achieve our wishes.
SO… DO YOU NEED
TO MAKE RESOLUTIONS?
You don’t have a choice!!!
Trying to maintain the status quo is terrible for your growth
mindset . Imagine what's better: asking yourself to keep doing what you
did last year? Or to perk up your spirit by raising the performance
bar by a modest five or ten percent?
Over 50 years ago Prof David McClelland proved this point in
a series of experiments known by the name of “RING TOSS EXERCISE” He found
people who actually aspired for a modest
goal wallowing in deceptive self-congratulations; whilst those who
chose grand targets failed and felt frustrated ….. BUT the one who chose
“optimum” targets (a balance between “not to easy” nor difficult) were the REAL
ACHIEVERS
Why? If the incremental change is modest enough, the brain
seizes on that easy-to-bridge gap and concludes that the goal is easy. If you
aren't aiming for improvement, your brain starts playing nasty tricks
on you. The lesson in short, without any kind of new year resolution; you're
more likely to get gloomy and create a self-fulfilling prophecy of failure if
all you do is expect the same from yourself in the coming year.
I add a tip… why not use the KAIZEN approach (steady
but small improvement approach) for the next 365 day period. Work by ADDING
only a 10% stretch target to make it “optimum” lesson couldn't be
simpler: no matter how challenging your circumstances or mediocre your
team, give yourself something to shoot for. In the absence of any
goal at all, you are likely to backslide.
KEY
TO SUSTAINABLE RESOLUTIONS IN 2025
However the reasons behind the good intentions not getting
converted to results are vast. But, I am willing to bet that they
all boil down to one thing -- A LACK OF SUSTAINABLE MOTIVATION. Here is
the proven pathway using very common motivators that can help you choose
perseverance in the midst of complacency ; resilience in the face of adversity
and focus in the midst of confusion:
CHANGE YOUR MINDSET- REPROGRAM YOUR SELF TALK
Sometimes the biggest obstacle to achieving our goals are
ourselves. Don't think you're going to win that new business deal? Then you
likely won't. “…He who believes he can and he who believes he cannot are
both correct….” said Henry Ford; the founder of Ford Motors over 80
years ago. If you think your goals are achievable, you'll
work harder to reach them. Negative talk is self-defeating. I'd argue that
changing your mindset is one of the best habits to incorporate into a daily
routine that will positively impact your bottom line.
Your self-talk (the thoughts you have about your feelings)
can make or break your career. Prof Albert Ellis the founder of Rational
Emotive Behavior Therapy (REBT) said “… all self-talk is driven by important
beliefs that you hold about yourself. It plays an understated but powerful role
in success because it can both spur you forward to achieve your goals and hold
you back. When you make a mistake, they either magnify the negativity or help
you turn that misstep into something productive….”
Negative self-talk is unrealistic, unnecessary, and
self-defeating. It sends you into a downward emotional spiral that is difficult
to pull out of. When it comes to self-talk, we've discovered some common
thoughts that hold people back more than any others. Be mindful of your
tendencies to succumb to these thoughts, so that they don't derail your
career; here is a sampling of some self-defeating self-talk:
· Perfection
equals success and end up spending your time lamenting what you failed
to accomplish, instead of enjoying what you were able to achieve. Far too
many people succumb to the highly irrational idea that they are destined to
succeed or fail.
· My
past equals my future. Repeated failures can erode your
self-confidence and make it hard to believe you'll achieve a better outcome in
the future.
· My
emotions equal my reality. You should know how to take an objective
look at your feelings and separate fact from fiction. Otherwise, your emotions
will continue to skew your sense of reality, making you vulnerable to the
negative self-talk that can hold you back from achieving your full potential.
PERSONAL WORKSHOP:
QUESTIONS
TO SHARPEN FOCUS ON WHAT REALLY MATTERS
Reflection and self-awareness can help set you up to achieve
your goals in the NEW YEAR 2024 . If you're struggling to find your pathway ,
here are some questions to get you started:
1. WHAT
IS THE MOST IMPORTANT THING IN MY LIFE?
Do I have a Vision Mission and Values statement for my Life?
(Now think deeply- What distracts me? What would I prefer less of in my life? )
2. HOW
DO I DEFINE SUCCESS?
(Is my life balanced between work and play? Who are the most
important people in my life? What do I want more of in my life?)To set yourself
up for success, make sure to identify goals that allow you to take
interpersonal risks and think creatively. You feel most alive when you are
learning, so you take opportunities to develop yourself.
3. WHAT
DO I WANT MY LIFE TO BE LIKE IN FIVE YEARS?
If you don’t know where you’re going, any road will take you
there. But once you have your destination in mind, you can plan your route.
Five years is the perfect timeframe: It’s not so far in the future that you
can’t imagine yourself there, but it’s not so close that you can’t do anything
about it.
4. WHAT IS
PREVENTING ME FROM BECOMING THE BEST VERSION OF MYSELF IN 2024? What’s
stopping me from doing the things that I should be doing? What’s the most
important lesson I’ve learned so far in life?
Am I living that lesson? (What is one good habit that I
have? What is one habit I want to change? What should I reduce doing or stop
doing? (Now introspect what energizes me? What tires me? What relaxes me? What
stresses me out?)
5. WHAT
ARE MY SOURCES OF HAPPINESS?
People who work happily work effectively. So ask yourself
what do I enjoy, and what am I good at doing? What could I get better at doing?
What do I enjoy doing but don't do well at all?... Then you know you
effectiveness at work or home life will add to you happiness. It's having
THE BALANCE between goals and the people/things that inspire us. Totally
immersing yourself in your aspirations can lead to early fatigue and burnout.
It's counterintuitive, but sometimes the best way to push forward is to take a
break and enjoy the things in life that energize us. The idea is to do
more things you enjoy next year, and fewer things you don't. You'll be
happier, and you'll likely succeed in reaching those goals, since you'll be
having fun working toward them.
6. What is one
thing I set out to CHANGE this year that I succeeded in doing? SO WHAT'S THE
ONE THING I WANT TO ACCOMPLISH NEXT YEAR? You could begin by asking
yourself “…If I achieved all of my goals, how would I feel? How committed
am I to achieve the goal ?(on a scale of 1 to 100) And if I have to achieve
this- what gratification must I sacrifice or delay?
What can I do to feel that way as I work to achieve
them? The ability to delay gratification in pursuit of your goals is one
of the most fundamental prerequisites for success, but delaying gratification
doesn’t have to mean being miserable until you cross that finish line. You can
achieve more—and have more fun doing it—if you let yourself feel some of that
pride and pleasure along the way.
7. IF I WERE TO
REWRITE THE WAY I LIVED IN 2023 … WHAT WOULD I WANT TO CHANGE or REPEAT?
(Could I prevent the same happening again?) If
you've had a hard time keeping your resolutions, then maybe it's time for a
gut-check. Most of us draft our business plans or write out our
goals at the beginning of the year. It's a good time to reflect how the past
year went and what we hope to achieve come the new year.
Start by answering each of these questions with the first
answer that comes to mind. Since they are unique to the person answering them,
there is no one right or wrong answer--it's your answer. At this point, you
might start to see a pattern emerging.
SUMMING
UP:
Sustain the motivation by seeking recognition- to reinforce
the spirit. You are energized by public acknowledgment and by being
praised and valued for the things you do. For some of us, our
most reliable sources of motivation are our families, friends, or
hobbies. If this is the case, then a good strategy is to find an
accountability partner or to tell others that you're working towards a specific
goal. In my case, the fear of letting someone else down (other than myself)
motivates me to push forward.
Tapping into one of these motivators could be the key to
helping you achieve something never before possible. Do you annual planning in
writing and keep a daily journal of your progress. In my next newsletter I will
write about how to keep a personal journal. Make sure that you set aside
frequent opportunities through the coming year to work on developing your
abilities. Make sure to voice your interest and map out a plan of attack to
ensure you acquire the skills necessary for progression.
With Best Wishes for 2025
Dr Wilfred Monteiro

Thursday, May 9, 2024
THE TEN PILLARS OF HCM 4.0 MODEL VALUE PROPOSITION
MR VIKASH MITTERSAIN
He is the Chairman & Managing Director of Nazara
Technologies Ltd ; Founder of the IBG Chamber of Commerce & Honorary Consul
General to Republic of Mali
Dr Wilfred Monteiro- The author of the book HCM 4.0 MODEL
BUSINESS CENTRIC MODEL FOR INDUSTRY 4.0 (published by Himalaya Publishing
House) has a central theme: THE VALUE OF ‘HUMAN CAPITAL’ AS A
STRATEGIC TOOL FOR COMPETITIVENESS He bulls eye aims at the value
proposition of how to foster a company turnaround with the HCM 4.0
Model Business Centric Model.
The author has very succinctly summarized the Value
Proposition of the HCM 4.0 Model in 10 points. These would be useful as
goalpost for any CEO/Entrepreneur who wants to take his company to the
Next-Level of Business Excellence. HCM function chiefs could look at this
summary as a agenda for the coming year. Here is the brief summary of my
gleanings from the book:
1-CREATING INSPIRED LEADERSHIP
Strong leaders work in tandem with HCM to design the
workplace environment; work both on its strengths and flaws ; a recognize
of the new rules of work; show a willingness to change and alter aspects
of their leadership style; structure methods to begin with what
they can change. HCM 4.0 MODEL must drive the message that leadership is an
action, not a position. Leading people is more important than just managing
work.
2.BUILDING A
RESOURCE CALLED TALENT
Business excellence
described earlier depends heavily on competent personnel,
better-than-adequate competent capabilities and effective internal
organization. Building an inventory of talent to match the demands of the
business strategy is the deciding factor between success or failure in
strategy execution. When technology can be copied easily the only thing
which cannot be copied is delivery of the customer experience – this is
really enabled by the unique talent of a company. Thus the key deliverable
for HCM 4.0 MODEL is to acquire and integrate prime talent in the companies
fabric with the best learning facilities and rewards system;
develop commitment and capability to deliver business results supported
by robust measurement and evaluation of people performance.
3.CREATING A LEARNING
ORGANISATION
Knowledge has become a the cutting edge for
competitive advantage for Industry 4.0 demands organizational capabilities such
as agility which quickly respond to both threats and opportunities with a
vibrant zeal of a talented workforce . This enables winning company to quickly
turn strategy into action through efficient lean processes and create the
conditions for seamless change.
HCM4.0 MODEL makes Learning the core competency of
the organization. This leads to an incomparable learning capacity to meet
future demands and align with customer expectations. Here HCM
4.0 plays the role of a talent incubator helping the organization
to come to compete on the basis of its quality of talent.
4.RAISING THE LEVEL OF EMPLOYEE ENGAGEMENT
Employee engagement is the emotional commitment the
employee has to the organization and its goals. This emotional commitment
means engaged employees actually care about their work and their company. As
former multinational CEO and management luminary once said,
“TO WIN IN THE MARKETPLACE YOU MUST FIRST WIN IN THE WORKPLACE.” Employee
engagement is the key to activating a high performing workforce. HCM4.0 s
initiatives an increase employee commitment and capability
This is the missing key to the company becoming a market leader.
5-ENHANCING
THE EMPLOYEE EXPERIENCE DURING THE EMPLOYEE LIFE CYCLE;
Engagement begins with a
designer employee experience. The neck-to-neck competition for talent, means
your employee experience must stand out from offerings of other
employers. A unique employee experience is one of the most powerful investments
your organization can make. Agile HCM 4.0 MODEL would mean you
continually improve the employee experience with creative ways of customization
and acknowledge that employee delight is a moving target.
6.FOSTER A VIBARANT
CULTURE TO BREED SUCCESS :
Organizational culture
first needs to be recognized as a crucial factor in shaping organization
effectiveness.. Maintaining an effective culture is so important that it, in
fact, trumps even strategy as a critical success factor . Culture
is like “the operating system” of the organization; which guides
how employees think, act and feel. A “ culture audit” is periodically need if
management may find that it is not practicing what it preaches. HCM 4.0 MODEL
has the continuous task of shaping and evolving culture which emerges
inadvertently and needs a special initiative for change of direction.
7. IGNITING SPIRIT OF
ACHIEVEMENT & INNOVATION
HCM fosters pro-active behaviors; this concept
suggests that you work faster than the competition who is busy copying and
improvising on your latest technology. The spirit of Innovation takes the
earlier point further; this implies a restlessness to do better and
gatecrash into the market as the pioneer. In one scenario people may
respond to pain areas and take stop gap action. But in Industry 4.0 a company
needs to seek hidden opportunity areas.Companies like Apple 3M
Toyota worldwide and within India companies like Hindustan Unilever and Larsen
and Toubro are best examples of this ethos.
8. CREATE CHANGE READINESS
FOR ORGANISATIONAL RENEWAL
HCM4.0 acts as a
catalyst for change- providing ideas and challenge to management teams,
thus. HCM must encourage individuals and functions that embrace
technology, take risks, act globally, go first, move fast, and innovate. An effective
Business-centered HCM leader must be a skilled influencer having the
courage to challenge and induce change when it is necessary. HCM can identify
and communicate potential threats , and develop
scenarios showing what could happen in the future. HCM 4.0 MODEL
presents the challenge of promoting the change initiatives so that
top leaders own and champion the change; demonstrate public commitment to
making it happen; garner resources to make it happen; give personal time and
attention to following it through.
9. HCM SERVICE DELIVERY
EXCELLENCE
HCM has to first clear its own backyard if it
wishes to be recognized as a performance enabler. HCM must lead by its own
example of continuous improvement and renewal. The standard set for
HCM services must project it as an agent of continuous
transformation, shaping business processes delivering administrative
efficiency. HCM service delivery excellence implies how the line
managers and the rank and file (the internal customers ) view the HCM
services. Are they being customized to their requirements? Feedback about
the user-friendly experience is an important rating.
10. DEVELOP EXECUTION AS A CORE COMPETENCY
A well-crafted strategy;
may fail to deliver on your most important goals if it is not
integrated with great execution. Strategy Execution is a long-term core
competency every organization needs. Execution Excellence demands clarity of
objective from inspired leadership; which is the net effect of the value
chain of HCM 4.0 MODEL; This in turn leads to clear expectations
and work plans. Good execution needs quality of the inter group
dialogue and cross functional working; which surely aids effective
decision-making and resources deployment to bring about
execution excellence . It is implied that if strategy is being executed
well, that means people practices are working.
ROUNDING UP
I read the book with rabid interest during my flight from
Mumbai to Dubai a few months ago . The lessons were really captivating and I
made a TASK LIST of ideas I would implement in my company Nazara Technologies
Ltd. The book details a practical framework which
integrates the discordant HCM processes and practices into an holistic HCM
Master Plan ( not leaving out the tricks and tactics of execution;
including a detailed list of pitfalls and obstacles in the journey of
implementation) CEOs & Entrepreneurs and Family Business
Owners who need to spearhead a new wave of HCM in their companies should
use it a charter since – every concept is linked to practical
application.
CEOs have the mega-task of building the capability of
the organization to deliver strategy. The logic is simple people execute
strategy, not processes not machines and technology alone .
Forward looking CEOs should fundamentally remake HCM into a
business unit that thinks like a profit center , functions independently
like a division , has its own way to track ROI to elevate itself into a
full-fledged member of the C-Suite.
I would recommend every Human Resource managers and
other function managers at senior levels who wish to learn
strategic ways of managing the function must buy the book and read it . The
author say “…Innovation in HCM is not copying from a benchmarking partner or
competitor but customizing a best practice to the company’s unique business
context” The author warns” … HCM 4.0 MODEL should not whittle down
to a change of label or a juggle of management jargon but a roadmap for a
revitalized HCM system…”

Monday, February 26, 2024
TALENT 4.0 M0DEL # REJIG THE MINDSET
REJIG THE MINDSET
TALENT 4.0 is not
rewording of concepts and principles which may be called new
jargon. “Talent4.0 has to take on a much broader perspective and holistic
approach.We need a much more holistic view of how we manage people, one focused
on each individual as a voluntary consumer, and a strategy which builds a
culture of focus, inclusion, support, and results.
Ø
§ In “talent management” we
think about lifetime career management and “pre-hire to retirement. In Talent
4.0 we focus on mobility, job to job
transitions, and constant and regular movement of people to new projects and
assignments.
Ø
§ In “talent management” we
focus on the integration of HR practices across the lifecycle of an employee.
In Talent 4.0 we focus on making
employees happy, giving them a highly engaging and enjoyable work experience,
and giving them software tools that make their work easier, not just tools for
HR.
Ø
§ In “talent management” we
focus on identifying the “top talent” and segmenting, ranking, and rating
people based on performance and potential. In Talent 4.0 we focus on everyone’s strengths and find
roles that help people leverage their skills, empowering them to add value
wherever we can.
Ø
§ In “talent management” we
put together career ladders and progressive training programs that take you
from place to place. In Talent 4.0 we
assume that people want to learn all the time and in their own way, so we
create an entire “learning environment” to help people continuously develop and
learn at work.
Ø
§ In “talent management” we
segment people and reward them based on performance, with narrow bands of
compensation. In Talent 4.0 we reward
hyper performers with tremendous rewards and try to make sure everyone is
rewarded based on their potential market value, not just their performance
rating.
Ø
§ In “talent management” we
think about people in terms of the way they add value to the company, training
and focusing them on what the business needs. In Talent 4.0 we focus on each individual as an “owner” and
try to create an environment where they feel part of the mission and give them
flexibility to add value in unique and special ways.
Ø
§ In “talent management” we
create talent pools and try to group people into segments and clusters to
manage them better. In Talent 4.0 we
embrace and honor diversity and realize that every person is unique and try to
remove unconscious bias and empower people to thrive in their own way.
Ø
§ In “talent management” we
buy software that integrates all of HR together into an “integrated data
platform.” In Talent 4.0 we buy software
that empowers people to do their jobs better, is very easy to use, and is a
“system of engagement.”
Ø
The shifts are profound and subtle at the same time.
Ultimately what has happened is that employees are now “in charge” and we as HR
or business leaders have to think about building a company or organization that
honors and empowers everyone. Sure some people won’t fit, so we need to assess
and focus on fit more than ever – but once we hire someone into the company, we
want to build an organization that engages and empowers them to succeed.
FRAMEWORK TO GET STARTED
To recruit, grow, and retain top talent, you first need to
set goals for talent management that align with larger organizational goals and
evaluate internal processes related to hiring and retention.
Setting goals for talent management is critical if you want
to see real results. Here are two ways you can ensure you’re setting
the right goals for your organization:
Ø Align your goals with your
organization’s overall strategy. Talent management is meant to contribute to the
overall health of your organization. If talent management is causing you to
fall behind on critical fundraising or business goals, it may be time to course
correct.
Ø Involve leaders, HR reps,
and managers in goal-setting. While your HR team will be in charge of coordinating
talent management, you’ll need to make sure everyone is on board. Effective
talent management requires a concerted effort on the part of the HR reps,
leaders, and managers to make your organization a place where people want to
get hired and work for the long term.
As you set achievable goals for enhancing your talent
management process, you’ll ensure your entire team is on the same page and
moving in a positive direction. These goals will also give you something to
measure your progress against, providing you the chance to course correct as
needed.
EVALUATE INTERNAL PROCESSES
As you look for gaps in your current talent management
process, you’ll need to evaluate individual processes related to recruiting and
retention. There may be one (or more) problem areas that you can hone in on as
you strive to improve your organization’s:
RECRUITING PROCESS:
Recruiting is everything you do to find and hire new
employees at your organization. This involves writing thorough job
descriptions, screening and shortlisting candidates, conducting interviews, and
extending offers. Step into your employees’ and previous job candidates’ shoes
to evaluate your recruiting process. Do you consistently set clear expectations
for individual roles in job descriptions? Are you upfront in job interviews
about hiring top talent? How do you communicate job offers to your top candidates?
ONBOARDING PROCESS:
Onboarding involves training a new employee in their new
role and bringing them up to speed on larger organizational initiatives and
goals. As you evaluate your onboarding process, you might consider asking your
employees for feedback on their onboarding experience. Did onboarding truly
prepare them to perform their jobs effectively? Do they wish they had received
more training upfront?
PERFORMANCE MANAGEMENT PROCESS:
Performance management involves everything from consistent
communication and coaching to annual performance reviews. Work with your
managers to determine how effective your performance management strategy is at
identifying retention risks and mitigating them, helping employees find
fulfillment in their roles, and setting them up to grow at your
organization.
EXIT INTERVIEW PROCESS:
When an employee leaves your organization, what kind of
information do you gather from them in an exit interview? With sufficient
preparation and well-worded questions, you can learn a lot about an employee’s
experience with your organization. Additionally, you can use the information
collected in exit interviews to better anticipate employees’ needs before they
submit an unexpected letter of resignation.
With clear goals and information about individual
processes, your leaders, HR reps, and managers can create a solid plan for how
you’ll improve the employee experience at your organization. Remember to use
your data and strive to be objective during this planning step. While you can’t
do much to change your employees’ past experiences, you can learn from them and
move forward in a positive direction.
With best compliments
Dr Wilfred Monteiro
Curator TALENT 4.0 MODEL

Sunday, February 11, 2024
JUST CROSSED A MILESTONE # 25th MASTERCLASS EVENTS ON HCM 4.0 MODEL on 10 FEBRUARY 2024

Thursday, February 8, 2024
MY SECOND BOOK to be published later in the year 2024

Tuesday, December 26, 2023
FIRESIDE CHAT WITH MR VIKESH WALIA INSTITUTE OF DIRECTORS -
HCM 4.0 #
DRIVEN BY MANAGMEMENT BY MEASUREMENT
WHY HAS MANAGEMENT-BY- MEASUREMENT APPROACH
POSITIONED AS A PILLAR OF THE HCM 4.0
MODEL?
The celebrated CEO of Hewlett Packard Carly
Fiorina said: “Information is the currency of the digital age. The goal of
digital technology is to turn data into information and information into
insight”.. Every company has its own collection of raw data converting this
into insightful information is the
business need. Information needs organization and analysis for deeper understanding. Information which is focused on
understanding the past; what happened and why it happened has limited value.
Information is really
valuable when it facilities
comparisons and trends and provides
clues to the future .To plan ahead HCM 4.0 needs reliable, high-quality data
for predicting future trends; addressing
recurrent business problems and making
long term decision making
WHAT IS
THE URGENCY FOR HCM4.0 TO RADICALLY SHIFT TO THE MANAGEMENT-BY- MEASUREMENT APPROACH?
Business
functions like marketing, supply chain
and manufacturing report their results in sharp monetary terms. These business functions not long ago used to rely on intuition and
hazy reports to define their outcomes; they have made this shift toward the use
of metrics/KPI in everything they do.
As a result of all
these changes, CEO’s, CFO's and
stakeholders are now looking to
HCM to adopt HCM Metrics/KPI/KPIs as a means of reporting and measuring and to
provide insight for board level decision
making.
Today top
management treats measurement as a key C-Suite issue. The HCM function has to
go beyond anecdotal evidence to justify it cost/benefit calculations.
It is only keeping with the norms of
business that HCM too must work like other business functions
HOW
SHOULD CHROs THINK STRATEGICALLY ABOUT
MANAGEMENT- BY-MEASUREMENT IN INDUSTRY 4.0?
Thinking strategically about measurement means understanding whether
the measurement system
you are considering will provide
you with the kinds of information that will help you manage the HCM function strategically. This is a quantum leap
HCM wants to be a business partner, it must show business impact. It’s
time to realize the traditional metrics add little value to strategic business
decision-making . HCM 4.0 today must integrate traditional metrics to
KPI; and this must be aligned to corporate objectives. This will be the pathway when even the
critics of HCM will say ‘’they are
solving real problems’ . Hence they want to make sure they
are making the right decisions based on data; to be particularly aware of the way they prioritize and
measure this data, especially when it comes to the measurement of the strategic
plan.
HOW DOES
MANAGEMENT-BY- MEASUREMENT APPROACH REALLY PROVIDE THE CUTTING EDGE TO
THE HCM 4.0 MODEL?
The first step is to discard the accounting
mentality that says that HCM is primarily a cost center in which cost
minimization is the principal objective and measure of success. The main cause
of this misconception is the lack of
hard evidence demonstrating their contribution to firm performance.
We have too often generic statements like “
HCM must add value to the business..” hence HCM Management- By-Results approach must answer
these questions
1.
how can the value HCM brings to the business
be ascertained in monetary/business terms?.
2.
How does
HCM justify with facts and figures
its impact on business functions??
Especially when its time speak up to defend HCM budgets against cutbacks or
outsourcing.
3.
How does HCM
justify its positive impact on employee productivity and satisfaction ??
The CHRO also needs comprehensive case management data / summary accounting statement
to track year-to
year-trends and improvements in HR critical business processes. The best way to leapfrog is to focus on the few items that have the biggest
cost and the most impact. The biggest stumbling block to become a true strategic partner is presenting
hard facts supported by data.
HOW CAN THE CHRO PRESENT THE BENEFITS CASE TO HIS OWN TEAM THAT MANAGEMENT-BY- MEASUREMENT APPROACH IS AN IMPERATIVE?
The language of business is results which in
turn are measured in rupees !!! The
‘Management By Measurement’
approach should aim to establish a clear “line of sight “
between HCM interventions and business results
the Management-by- Measurement approach ADDRESSES
the challenge before business centric HCM leaders to covert good intent into visible and recognizable results. It urges
HCM leaders to REGOGNIZE the benefits of
the Management-by- Measurement approach:
Which makes sure that HCM activities inside the firm deliver value;
Makes them visible and recognized by
line managers first and then the top management
Management-by- Measurement approach has a strong is emphasis on how to
FACILITATE REPORTING AND MIS The language of business is results which in turn
are measured in rupees !!! CEO’s and the top deck of management are typically short on time so they focus on key business issues; hence the need
for concise reports which provide the insight for decision making It explains
why HCM has to lift the horizon levels
from the lag factor of measurement to
proactive people analytics
Finally Management-by- Measurement approach shows how to BUILD A CASE FOR HCM
TRANSFORMATION This approach would strengthen HCM operational efficiency as well as build a
strong case at the year-end budget meet for fund allocation.
Metrics/KPIs facilitates management reporting/MIS HCM 4.0 processes need a barometer to help guard against inflated claims both for and against HCM 4.0 operations and
results. Management-By-Results approach are useful in day-to-day top management
processes like reporting and improving performance; managing accountabilities and
aligning organizations activities to streamline work.
WILL MANAGEMENT-BY- MEASUREMENT APPROACH
GIVE HCM4.0 RECOGNITION AND RESPECT IN THE C-SUITE?
HCM 4.0 for over
two decades is struggling hard to gain
recognition for its contributions in driving organizational
success. The Quality
movement of the 1980s gave rise to the
dictum that what gets measured get done! HCM 4.0 does likewise
The
finishing line of HCM 4.0 Model is Management-by-Measurement. HCM 4.0 puts it faith in Metrics/KPIs & Analytics. HCM 4.0 can
explode the myths that everything
in HCM cannot be measured. We can banish for ever doubts about HCM contribution and company improved performance. HCM 4.0 we need to forever ban
the all too common phrases “I think”, “I believe” and “I feel” and replace
these phrases each time with… “the data shows”.
