1) Understanding the HR systems and processes in Tupperware and designing an HR dashboard with commonly used KPIs
2) Benchmarking benefits across companies and suggesting some new & innovative benefits with their implications
by
Akash Khatri
14PGHR05
Management Development Institute
Gurgaon 122 007
May, 2015
1) Understanding the HR systems and processes in Tupperware and designing an HR dashboard with commonly used KPIs
by
Akash Khatri
Under the guidance of
Shalini Adhaar Director HR
Tupperware India
Management Development Institute
Gurgaon 122 007
May, 2015
Introduction to the company
Of the many benefits ushered in by liberalization of the economy in the …show more content…
HR department will use the dashboard for their reference and decision making. It would be centrally controllable with changes possible to be made by any user in HR. All these changes will go to the controller in an archived manner. The controller can reject or accept any or all of the changes. Most of the KRAs would be covered at the end of the project.
The method followed was as follows:
Interviews were conducted of various people in HR starting from Director HR and then Assistant managers. Through these interviews various KRAs of HR were understood. Many questions were answered like: What are the problems HR face in data handling and representation? How would a dashboard help you in decision making? What are metrics that can be used to indicate a KRA for each function? Who will control this …show more content…
Strong and weak hiring
b. Strong consultants (Who provide with candidates which mostly get confirmed)
c. Cost of hiring
d. Lead time to recruit
3) Performance management
a. Function and region wise average performance
b. Performance distribution curve
c. Performance of new joiners
d. Change in rating with work ex.
e. Tracking Individual Development Plan (IDP)
4) On boarding and reviews
a. First three months review of new joiners (Initial review)
b. Induction feedback
c. Midyear training feedback
5) Headcount analysis
a. Overall headcount over the years
b. Function and region wise division
c. Male/Female ratio (Diversity)
6) Employee engagement
a. GPTW (Great place to work) scores for engagement
b. Function/region wise division
These all metrics were explicitly discussed firstly with the person handling the function and then Director HR to know about the sources of data for the same and ways to implement them.
The main dashboard screen looks like:
As shown in the picture above periodic reports can be generated from this macro enabled worksheet. These reports are automatically archived in a folder which can be accessed at any point of time in future.
Things to be done
2) Benchmarking benefits across companies and suggesting some new & innovative benefits with their implications
by
Akash Khatri
14PGHR05
Management Development Institute
Gurgaon 122 007
May, 2015
1) Understanding the HR systems and processes in Tupperware and designing an HR dashboard with commonly used KPIs
by
Akash Khatri
Under the guidance of
Shalini Adhaar Director HR
Tupperware India
Management Development Institute
Gurgaon 122 007
May, 2015
Introduction to the company
Of the many benefits ushered in by liberalization of the economy in the …show more content…
HR department will use the dashboard for their reference and decision making. It would be centrally controllable with changes possible to be made by any user in HR. All these changes will go to the controller in an archived manner. The controller can reject or accept any or all of the changes. Most of the KRAs would be covered at the end of the project.
The method followed was as follows:
Interviews were conducted of various people in HR starting from Director HR and then Assistant managers. Through these interviews various KRAs of HR were understood. Many questions were answered like: What are the problems HR face in data handling and representation? How would a dashboard help you in decision making? What are metrics that can be used to indicate a KRA for each function? Who will control this …show more content…
Strong and weak hiring
b. Strong consultants (Who provide with candidates which mostly get confirmed)
c. Cost of hiring
d. Lead time to recruit
3) Performance management
a. Function and region wise average performance
b. Performance distribution curve
c. Performance of new joiners
d. Change in rating with work ex.
e. Tracking Individual Development Plan (IDP)
4) On boarding and reviews
a. First three months review of new joiners (Initial review)
b. Induction feedback
c. Midyear training feedback
5) Headcount analysis
a. Overall headcount over the years
b. Function and region wise division
c. Male/Female ratio (Diversity)
6) Employee engagement
a. GPTW (Great place to work) scores for engagement
b. Function/region wise division
These all metrics were explicitly discussed firstly with the person handling the function and then Director HR to know about the sources of data for the same and ways to implement them.
The main dashboard screen looks like:
As shown in the picture above periodic reports can be generated from this macro enabled worksheet. These reports are automatically archived in a folder which can be accessed at any point of time in future.
Things to be done