HR Strategic Planning

– identifying the strategies, processes and capabilities required for the human resource base to meet the organisation’s wants and needs on the one hand, and for the organisation to satisfy employee wants and needs, on the other.

Our Edge: use of a combination of strategic analytical approaches (not just one) to ensure that any weaknesses with one framework are neutralised by the strengths of others.

[request for an outline]Validity & Functionality in HR Management Initiatives

Forensic HR

– analysing change-restraining and change-supporting forces that exist in the organisation, and designing the pre-emptive initiatives for ensuring a smoother progress towards desired ends.

Our Edge: adoption of valid theories, models and postulates (e.g. equity theory, expectancy-valence model, force-field technique, open systems theory, etc.) as framework of analysis.

[request for an outline]Validity & Functionality in HR Management Initiatives

Employee Perceptions Gauge

– analysis of employees’ attitudes to, and their perceptions of, their relationship with the organisation to provide the organisation with the timely inputs required for designing and implementing mitigation and improvement plans that would realign employee and organisational expectations to one another.

Our Edge: e.g. data collection parameters and techniques that are capable of isolating peer-induced bias and errors.

[request for an outline]Validity & Functionality in HR Management Initiatives

HR System Audit and Re-engineering

– evaluating your existing human resourcemanagement systems, processes, practices and policies, and re-designing them for improved validity, defensibility and functionality.

Our Edge: adoption of authoritative theories, models and postulates for gauging the validity and functionality of, and for re-engineering targeted HR systems.

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Job Grading & Compensation System Realignment

- re-design/ review of your organisation’s job grading structure, compensation system and related policies and practices to re-establish actual and perceived internal equity and talent-market competitive position.

Our Edge: e.g. our ‘clustered percentile’ conversion mode that ensures an anomaly-free, simultaneous pay conversion from several old grades to a common new grade.

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Talent Selection

– development of competency models, design and conduct of talent assessment exercises (including event-based interviews, 360-degree validation - not 360-degree evaluation -, operant behaviour-based assessment techniques), and analysis of gap/ fit for executive/ managerial recruitment, promotion and placement.

Our Edge: e.g. application of high-reliability 360-degree assessment validation technique (not the low-reliability generic 360-degree assessment method) with high construct validity.

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Talent Development Needs Analysis & Planning

– identifying current and future competency requirements, analysis of competency gaps and design of required training, development and remedial programmes to improve job performance and growth among your human resource base.

[request for an outline]Validity & Functionality in HR Management Initiatives

Workforce Planning

- designing and deploying the processes for identifying and addressing the gaps between the workforce of today and the human resource needs of tomorrow.

[request for an outline]Validity & Functionality in HR Management Initiatives

Succession Planning

- customisation and operation of the system for selecting/ developing employees to move into, and competently perform in, key jobs in the organisation.

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Job Analysis

– collection of detailed information about jobs and development of customised end products such as job descriptions, job specifications, etc.

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Competency Modeling

– identification of characteristics which drive outstanding performance in a given job, role or function, which number and type will depend upon the nature and complexity of work as well as the culture and values of the organisation in which the work takes place.

Our Edge: e.g. unlike generic competency modeling approaches, ours defines technical competencies in the context of position-specific performance dimensions; and, we only use validated models and dictionaries.

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Design & Installation of Competency Appraisal System

– custom-design and deployment of competency appraisal system that complies with high-validity and –relibility criteria such as relevance, differentiation, freedom from contamination, test-retest reliability and inter-rater reliability.

Our Edge: e.g. the design includes our breakthrough mechanism for a “differentiating” appraisal/ evaluation of multi-descriptor competencies – a feature absent from generic competency appraisal/ evaluation systems.

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Design & Installation of Performance Appraisal System

– custom-design and deployment of performance appraisal system that complies with high-validity and –relibility criteria such as relevance, differentiation, freedom from contamination, test-retest reliability and inter-rater reliability.

Our Edge: e.g. automated calculation of weight-based evaluations, making the system both accurate and user-friendly.

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Employer-Union Joint Initiatives

– design and management of employer-union joint initiatives in fields such as periodic reviews of terms of employment (conventionally conducted through collective bargaining) and resolution of ad-hoc issues.

Our Edge: our impartial role and objective inputs provide both parties with the matter-of-fact perspective for taking more objective positions and decisions in the initiative.

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Elimination of Inter-Rater Bias in Performance Appraisal

– elimination of inter-group (inter-rater, inter-department, inter-division, etc.) bias that may result from relative leniency/ stringency in appraisal, variations in group achievements/ challenges, etc.; this solution also replaces the conventional approach to bell-curve moderation that is highly controversial, with a valid statistical method that is defensible and hence credible.

Our Edge: this solution replaces the conventional approach to bell-curve moderation that is highly controversial with one that uses valid statistical methods, making the ‘normalisation’ process defensible and credible.

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KPIs, Performance Goals and Plans

– identifying the key performance areas, measures/ performance indicators, targets and weights at the corporate, functional, departmental, team and individual levels; establishing the action and contingency steps, timelines, resources required for each performance goal.

Our Edge: use of a combination of approaches (not just one) to ensure that any weaknesses with one framework are neutralised by the strengths of others.

[request for an outline]Validity & Functionality in HR Management Initiatives