2018 - Year of Research

Dear Friends

I dedicate the year 2018 to research. Research in the area of

•          Training needs analysis
•          Training evaluation
•          HR process benchmarking
•          Performance measurements
•          Assessment centers
•          Evaluation of HR processes and practices
•          HR analytics
•          Artificial Intelligence (AI) in HR

Happy to share that, HR is playing an active role in the above areas with the Evaluation of HR, HR analytics, and AI slowly in the rise.

Below are some capabilities and competencies required by HR professionals to scale up in the above areas drawn from the various professionals interviewed from across the organizations.

•  The Vision that is aligned with the vision of the company

Align the vision of HR with the company CEO that includes profit, market share, new business growth, and company culture.

Once HR is able to close the gap between the company vision and the employee expectations, the direction is clear.

• .    The  evaluation and measurement

Peter Drucker said, “All that gets measured, gets done”. To implement evaluation and measurement metrics in place is the key. An evaluation that is transparent. Of course, this is also a part of company culture. Is HR measuring the training programs, processes, initiatives, and employee engagement programs? This will also position HR as a core department.

• .      Change in mindset 

Before changing the mindset of the employees, a critical question that HR can ask themselves is HR measuring the investment the company invests in an employee.  How can HR be more accountable?

• .      Understand the market

Can HR understand the market, the competition, do benchmark and research studies? Apply best practices? Identify and retain the talent.

• .      Empathy

After all, we are all humans and hence human element in whichever department we are – marketing, production, HR, purchase, finance, legal, we are dealing with humans. Can we empathize with our colleagues by understanding their problems, issues, challenges they face? So they become productive. Try to have employee friendly policies where productivity, equal opportunities, transparency, and work ethic is the norm.

6.   

•     Invest in Skill Development

Yes, companies do invest in people development. Are we investing in our skill development? Develop the skills required to be one step ahead of the industry. Creative thinking skills, Critical thinking skills, analytical skills, technical HR skills, HR analytics, softwares (SAP, SPSS, R), technology, basics of finance, basics of statistics, and most important develop a free will to listen to employees.

Happy New Year!

With Gratitude

Sonali Wagle

contactus@exponentialadvisory.co.in

wagle.sonali@gmail.com

Can Empathy and Mindfulness be Measured

We get calls from clients asking to measure the ROI on empathy and mindfulness programs. Can they be measured? is their first question.

We say yes. So where does measurement start?

It starts with ‘I’. Do I intend to measure? If yes, do I have the skills and resources to measure soft and sensitive topic such as empathy and mindfulness?

Case Example: Below are the steps that can be followed to measure empathy

1.    List down the parameters that come close to empathy

2.    Eg. The parameters that can be considered are Ego and arrogance

3.    Mathematically

f(E) inversely proportional to M

E = Ego and M = Empathy.

Higher the ego, less is the empathy.

4.    As per the definition of Webster, we call it as the universal definition

Ego means the self esp. as contrasted with another self or the world. Empathy means, the action of understanding, being aware of, being sensitive to and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experiences fully communicated in an objectively explicit manner.

5.    Next, as per the company, we will need to define the dependent variables that can be measured (see table). We call it as the operational definition or operational variables. Please note the dependent variables may vary from company to company the factors. 

So let us consider the variables for the two factors ego and empathy

Dependent variable	Independent variables	Can the independent variables be measured
Ego	Concept of I, Knowledge, attitude and Culture,	Yes
Empathy	Life experiences, Ego,	Yes

The challenge will be for people to accept that they have EGO. Especially for people who undergo such empathy and mindfulness programs.

Many people ask me, “Do I have an ego?”

I say, “Yes, I do. And I know it. I need to form a habit of awareness of the arrogance and ego in me and of being mindful of my actions.”

So the key to start is to make people aware that they have an ego. And mind you it is not easy.

Once this is done and the participants accept their ego point of view. Half your job is done. Rest becomes easy

In the words of Benjamin Franklin, “In reality, there is, perhaps, no one of our natural passions so hard to subdue as pride. Disguise it, struggle with it, beat it down, stifle it, mortify it as much as one pleases, it is still alive, and will every now and then peep out and show itself; you will see it, perhaps, often in this history; for, even if I could conceive that I had completely overcome it, I should probably be proud of my humility.”

Myths of ROI and Evaluation on HR and Training programs

Myth 1. ROI is a finance concept and not an HR concept.

Calculating ROI is based on a simple mathematical formula. It takes into account benefits and costs. Enough tools and methods are available to arrive at the benefits factor for all the programs, processes and policies.

Myth 2. We do the evaluation. Post the program we administer the reaction questionnaire/ feedback form.

Administering reaction questionnaire is one part of the evaluation process. In fact, it is the base level of an evaluation. Evaluation of any program or process takes a minimum of three months to start showing the monetary benefits. A time period of at least six months will give good results.

Myth 3. Soft skills and behavior training cannot be measured.  

Majority of the things can be measured provided we intend to measure and we know how to measure.

Three things are vital

1.    Operational definition of the concept to be measured 

2.    Measures that are linked to the business needs

3.    Data availability

Various tools, techniques, and software on measurements are available.

Myth 4. We cannot measure everything.   

Measurement is a world of possibilities. Our entire world is governed by measurements. Some measurements are available, some are derived.

Eg.  Crossing the road: We take the distance and make certain assumptions about the speed of the car before we cross the road. Our brain is complex and is capable of processing information at a speed with a multiplier effect. The brain processes the information so fast that everything is governed at the subconscious level and we act consciously. All the actions that we do are based on measurements whether it is the force, speed or time.

Myth 5. ROI is a measurement that can be done at the end of the training.

To find the ROI of any program, we need to begin with the end in mind. Hence ROI process needs to be included even before the program starts. That includes training needs analysis.

Myth 6. Evaluation is time-consuming.

When one gets an ROI, one realizes that it is worth spending the money and time in the evaluation process. It is better to invest time in evaluation rather than repent on the amount, efforts and time spent on programs that give no ROI.

                 

Myth 7. No matter what HR does, HR is never going to get the due.

Let us understand who gets the due? People who are able to prove value and numbers get the due. Hence, sales professionals get the due as bring in revenue. The irony is these people are recruited by HR. Still, HR professionals do not get noticed. To get recognized HR needs to consciously make decision around the below areas-

• Align the programs as per the business need.
• Need to shift the focus from reactive approach to proactive approach.
• Thoroughly understand the balance sheet and how decisions taken in HR can affect the balance sheet.
• Able to prove the ROI on every investment for training, employee engagement activities, introducing policies and processes.
• Develop competencies that are ahead of time. Example what competencies do HR need in this era of ‘Artificial Intelligence’ need to be thought of.

Myth 8. Our CEO does not care for ROI on HR, training, and processes.

There could be various reasons why there is not a mandate to prove the ROI on HR, training, and processes. If the management has not mandated who stops an HR from not proving the ROI for their initiatives. Once the HR starts showing the numbers, the management would probably start noticing it.

 Myth 9. We can do evaluation process when the need arises.

Who decides the need? You, your HR head or the CEO. It is all about mindset. To develop a mindset of measurements and evaluation. A mindset to prove the returns for every investment a company makes in HR.

Myth 10. To calculate ROI, we need to have a strong mathematical ability.

To calculate ROI on HR and training process, we do not need high-end knowledge of mathematics or statistics. Basic knowledge is good. Though HR does need to develop analytical skills. Knowledge of software such as SPSS or R would add value.