Shrm analysis of survey based project
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This document outlines the results of a survey conducted with various line managers and HR professionals to understand their perceptions of HR effectiveness. It finds that line managers generally rate HR professionals lower on effectiveness than HR professionals rate themselves. Specifically, line managers feel HR has less quality/business focus, efficiency focus is more on activities than outcomes, there is a lack of collaboration between HR and lines, and HR is more beholden to the corner office. HR professionals acknowledge some of these issues but to a lesser extent. When comparing factors leading to negative vs positive perceptions, line managers see more negatives regarding HR while HR sees more positives about themselves. Overall there are both similarities and differences in how the two groups view the drivers of perceptions of HR.
Shrm analysis of survey based project
- 1. 1 | P a g e SERIAL NO. CONTENT PAGE NOS. 1. TABLE OF CONTENTS 1 2. STEP l:The Average for questions representing HR professional’s effectiveness 2 3. STEP ll: The average for questions representing Quality & Business Focus of HR professional 2 4. STEP lll: The average for questions representing Efficiency focus of HR professional 3 5. STEP lV: The average for questions representing Lack of HR-Line collaboration 3 6. STEP V: The average for questions representing Corner office support & expectations 4 7. STEP Vl: Report the correlation between the average scores HR professional’s effectiveness and four points discussed in step II to step V (from the article Why we hate HR) 4-5 8. STEP VII: Compare the difference between HR professionals and other professionals in terms of factors leading to negative perception of HR 5 9. STEP Vlll: Compare the difference between HR professionals and other professionals in terms of factors leading to positive perception of HR 6 10. STEP Xl: Analyze the difference/similarity between factors that lead to positive and negative perception for two groups: (a) HR managers (b) Line managers 6-7 SHRM-ANALYSIS (SURVEY BASED PROJECT) PROF.GLORYSON CHALIL RACHNA RYALI 2221044 PGCHRM12 BEGUMPET
- 2. 2 | P a g e STEP l: The Average for questions representing HR professional’s effectiveness: Accounts Manager IT Manager IT- Project Manager Logistic manager Opera- tions manager Operations manager General manager- S&D HR1 HR2 HR3 Credibility 8 7 7 7 4 6 3 6 7 9 Respect 10 9 8 7 3 5 5 5 8 8 Effectiveness 8 7 8 8 6 5 5 5 10 8 Average 8.67 7.67 7.67 7.33 4.33 5.33 4.33 5.33 8.33 8.33 Total average-6.73 The data in above table illustrate that the line managers who work closely or on day-today basis with HR department rates them low on their effectiveness criteria. STEP ll: The average for questions representing Quality & Business Focus of HR professional: Accounts Manager IT Manager IT- Project Manager Logistic manager Ops. manager Ops. manager General manager -S&D HR 1 HR 2 HR 3 Avg. Questions nos. 7 4 3 1 4 6 3 4 2 4 5 3.6 9 5 4 4 4 5 5 5 4 6 6 4.8 8 4 4 3 2 2 2 2 1 5 6 3.1 10 3 2 1 5 4 2 2 2 5 5 3.1 11 2 2 3 3 3 4 4 5 4 5 3.5 Total average: 3.62 Managers agree that HR professionals exhibit lower levels of business understanding than others and that less competent people are parked in HR and thus the best managers choose profession other than HR. However they do not completely agree that HR professionals are less educated in comparison to their colleagues and hence the best HR not always prefer to move to other departments. The overall average suggests that managers do believe HR professionals have less overall focus on quality & business.
- 3. 3 | P a g e STEP lll: The average for questions representing Efficiency focus of HR professional: Accounts Manager IT Manager IT- Project Manager Logistic manager Ops. manager Ops. manager General manager -S&D HR 1 HR 2 HR 3 Avg. Questions nos. 4 5 4 4 2 5 6 5 5 6 5 4.7 1 5 6 4 4 6 5 5 3 5 6 4.9 5 5 5 2 5 5 2 4 6 5 5 4.4 6 6 4 3 4 4 5 5 3 6 6 4.6 2 2 4 3 2 3 1 5 2 4 5 3.1 Total Average: 4.34 Managers are of the view that HR professionals have a short term mindset and hence they focus more on application of activities rather than its outcome or the overall business objective. Overall average suggests that HR professionals are efficient however their efficiency is more towards introduction or implementation of activities rather than its outcome. STEP lV: The average for questions representing Lack of HR-Line collaboration: Accounts Manager IT Manager IT- Project Manager Logistic manager Ops. manager Ops. manager General manager -S&D HR 1 HR 2 HR 3 Avg. Questions nos. 12 4 4 5 4 3 2 4 4 6 5 4.1 13 6 4 5 4 5 6 5 6 5 6 5.2 14 5 4 5 5 4 5 4 5 5 5 4.7 15 4 4 5 3 4 4 4 3 6 5 4.2 16 5 4 4 4 no -idea 6 4 3 5 5 4.4 17 4 3 4 4 5 4 3 3 5 6 4.1 3 4 5 3 4 2 3 4 5 6 4 4 Total Average: 4.38 Results suggests that the bureaucratic & standardize nature of HR professionals result in stiffness of an organization which not only reduces the discretionary freedom of line managers over their subordinates but also fails to reflect on the business diversity. Overall result reflects that both HR professionals are line managers are of opinion that there is a lack of HR-line collaboration.
- 4. 4 | P a g e Step V: The average for questions representing Corner office support & expectations: Accounts Manager IT Manager IT- Project Manager Logistic manager Ops. manager Ops. manager General manager -S&D HR 1 HR 2 HR 3 Avg. Questions nos. 18 3 3 4 4 4 5 4 4 5 5 4.1 19 3 4 1 5 5 5 5 5 4 6 4.3 20 4 4 5 4 nil 5 5 6 5 6 4.9 21 3 4 4 4 3 6 4 5 5 4 4.2 23 5 4 3 4 3 5 2 5 5 5 4.1 22 4 3 4 5 3 4 3 6 5 4 4.1 Total Average: 4.28 Managers slightly agree however HR professionals moderately and strongly agree that HR professionals are puppet to the top management and that they are given less preference and are merely treated as firefighters rather than policy makers. STEP Vl: Report the correlation between the average scores HR professional’s effectiveness and four points discussed in step II to step V (from the article Why we hate HR) Hr professionals are rated just above average on the scale of 10 (score being 6.73) on their overall effectiveness as other professionals agrees that there is a slight scope & need of improvement on following four parameters-Quality & business focus (3.62), Efficiency (4.34), Hr-line collaboration (4.38) and corner office support & expectations (4.28). Below listed are few reasons which led to the low scores of these four parameters. 1. Quality & business focus of HR HR lack independent thinkers and people who stand up as moral compasses. HR represents low risk parking spot. As guardians of a company's talent HR has to understand how people serve corporate objectives however most HR managers are either not interested in or equipped for doing business. 2. Efficiency focus of HR HR managers give more importance to activities than to its outcome. HR managers might be good at hiring & pursuing performance management evaluations however they fail to link these metrics to business performance.
- 5. 5 | P a g e The decisions made about the resources are far less sophisticated, reliable & consistent as it does not take into consideration the ROI on these resources. 3. Lack of HR-line collaboration The bureaucratic & standardize nature of HR professionals result in stiffness of an organization which not only reduces the discretionary freedom of line managers over their subordinates but also fails to reflect on the business diversity. HR forfeits long term value for short term cost efficiency as they try to fit good & average performers in a narrow band of salaries their by leaving the good performers disappointed. The consequence is faced by line managers for the same. 4. Corner office support & expectation HR professional feels that they are puppet to the top management and that they are given less preference and are merely treated as firefighters rather than policy makers. STEP VII: Compare the difference between HR professionals and other professionals in terms of factors leading to negative perception of HR Accounts Manager IT Manager IT-Project Manager Logistic manager Ops. manager Ops. manager General manager -S&D Avg. HR 1 HR 2 HR 3 Avg. 4 4 7 4 8 7 5 5.57 4 3 3 3.33 4 4 4 4 6 10 6 5.43 1 2 2 1.67 7 7 4 7 7 7 1 5.71 4 3 3 3.33 4 4 10 7 7 4 1 5.28 7 3 4 4.67 7 4 10 1 2 1 2 3.86 4 4 3 3.67 1 1 10 1 1 1 3 2.57 1 3 2 2 4 4 7 4 3 7 8 5.28 4 3 3 3.33 4 10 4 4 2 10 5 5.57 1 2 4 2.33 7 7 4 7 10 7 8 7.14 4 4 2 3.33 7 4 4 10 9 10 8 7.43 1 3 3 2.33 While the total average score of Line managers is 5.38, the average score of Hr professionals is 2.99 on the factor leading to negative perception. The result shows that other professionals are of view that questions leading to negative perception holds true for HR professionals however HR professionals are of opposite view.
- 6. 6 | P a g e STEP Vlll: Compare the difference between HR professionals and other professionals in terms of factors leading to positive perception of HR Accounts Manager IT Manager IT-Project Manager Logistic manager Ops. manager Ops. manager General manager- S&D Avg. HR 1 HR 2 HR 3 Avg. 7 4 10 4 5 7 3 5.71 7 8 8 7.67 7 7 10 7 6 7 8 7.43 10 8 9 9 4 4 10 4 2 10 3 5.28 10 9 7 8.67 1 1 10 7 8 10 5 6 7 7 8 7.33 10 10 4 7 4 7 5 6.71 7 7 9 7.67 10 7 7 7 5 4 6 6.57 4 8 9 7 7 4 7 7 6 10 5 6.57 10 7 8 8.33 10 4 7 7 7 10 7 7.42 10 9 8 9 10 10 7 4 8 7 8 7.71 7 8 7 7.33 7 7 4 4 5 7 8 6 7 8 7 7.33 The total average score of line managers is 6.54 & that of Hr professionals is 7.93. Clearly the difference is not much and thus it demonstrate that majorly both HR professionals and line managers are of same view about the factors that lead to the positive perception of HR. STEP Xl: Analyze the difference/similarity between factors that lead to positive and negative perception for two groups: (a) HR managers (b) Line managers Factors leading to negative perception of HR: (points of difference) Unlike other professionals there is a difference between what HR practices & what it preaches. HR focuses less on business objectives and has less influence on organizational decisions which creates a mismatch between Top management & HR professionals. HR adopts the bureaucratic way of working that slows down the organizational growth. HR enjoys undue powers and hence line managers and employees find it difficult to work with them. Factors leading to negative perception of HR: (points of parity) HR professionals pursue efficiency in lieu of value for business. HR professionals are not as smart as other professionals. HR's contribution to an organization is not at all measureable. Factors leading to positive perception of HR: (points of parity) Strong HR professionals help organizations to cope with the change & to lay a strong cultural foundation of an organization.
- 7. 7 | P a g e HR professionals are responsible for the recruitment of talented employees, their up- gradation through training and for their effective PMA. Factors leading to positive perception of HR: (points of difference) HR professionals act as a role model in organization. HR can impact the skill level of employees through training. HR supports line managers to achieve their goals.