Free Measuring the Results of the HR Function: The Case of the Société de transport de Montréal's Staffing and Workforce Planning Division Case Study Solution | Assignment Help

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Harvard Case - Measuring the Results of the HR Function: The Case of the Société de transport de Montréal's Staffing and Workforce Planning Division

"Measuring the Results of the HR Function: The Case of the Société de transport de Montréal's Staffing and Workforce Planning Division" Harvard business case study is written by Cedric Lepine, Michel Cossette. It deals with the challenges in the field of Human Resource Management. The case study is 20 page(s) long and it was first published on : Nov 20, 2013

At Fern Fort University, we recommend that the Soci't' de transport de Montr'al (STM) implement a comprehensive performance measurement system for its Staffing and Workforce Planning Division (SWPD). This system should encompass key performance indicators (KPIs) aligned with the STM's strategic objectives, fostering a data-driven approach to HR decision-making and demonstrating the value of the SWPD's contributions.

2. Background

The STM, a public transit organization in Montreal, faces challenges in measuring the effectiveness of its HR function, particularly within the SWPD. The division is responsible for crucial tasks such as hiring and recruitment, talent management, and workforce planning. However, the lack of a robust performance measurement system hinders the SWPD's ability to demonstrate its value and impact on the overall organization.

The main protagonists in this case are:

  • Marie-Claude Dubois: The Director of the SWPD, who is tasked with improving the division's performance measurement capabilities.
  • The STM's Executive Committee: The decision-makers who need to be convinced of the SWPD's value and effectiveness.
  • The SWPD team: The individuals responsible for implementing the new performance measurement system.

3. Analysis of the Case Study

To analyze the situation, we can utilize the Balanced Scorecard framework, which considers four key perspectives:

1. Financial Perspective:

  • Cost per hire: This KPI measures the efficiency of the recruitment process.
  • Employee turnover rate: This KPI reflects the effectiveness of employee retention strategies.
  • Training and development costs: This KPI assesses the cost-effectiveness of employee development programs.

2. Customer Perspective:

  • Time to fill open positions: This KPI measures the speed and efficiency of the recruitment process from the perspective of hiring managers.
  • Employee satisfaction: This KPI reflects the overall satisfaction of employees with the SWPD's services and initiatives.
  • Candidate satisfaction: This KPI measures the satisfaction of potential candidates with the recruitment process.

3. Internal Processes Perspective:

  • Diversity and inclusion metrics: This KPI measures the SWPD's progress in promoting diversity and inclusion in the workforce.
  • Compliance with labor laws: This KPI assesses the SWPD's adherence to relevant legal regulations.
  • Efficiency of workforce planning processes: This KPI measures the effectiveness of the SWPD's forecasting and planning activities.

4. Learning and Growth Perspective:

  • Employee engagement: This KPI reflects the level of employee motivation and commitment to the organization.
  • Employee development and career progression: This KPI measures the effectiveness of employee training and development programs in supporting career advancement.
  • Innovation and creativity: This KPI assesses the SWPD's ability to adapt and implement innovative solutions to address workforce challenges.

4. Recommendations

To effectively measure the performance of the SWPD, we recommend the following:

  1. Develop a comprehensive performance measurement system: This system should include a set of KPIs aligned with the STM's strategic objectives, covering the four perspectives outlined above.
  2. Establish clear targets and benchmarks: For each KPI, set specific, measurable, achievable, relevant, and time-bound targets. These targets should be based on industry best practices and the STM's specific context.
  3. Implement data collection and reporting mechanisms: Develop robust systems for collecting data related to the KPIs. Regularly report on the performance of the SWPD to the Executive Committee and other stakeholders.
  4. Utilize technology and analytics: Leverage technology and data analytics tools to automate data collection, analyze trends, and generate insights.
  5. Foster a culture of continuous improvement: Regularly review and refine the performance measurement system based on feedback from stakeholders and emerging trends.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommended KPIs align with the STM's mission of providing safe, reliable, and efficient public transportation.
  • External customers and internal clients: The KPIs address the needs of both external customers (passengers) and internal clients (hiring managers and employees).
  • Competitors: The KPIs are benchmarked against industry best practices, ensuring that the STM remains competitive in attracting and retaining talent.
  • Attractiveness ' quantitative measures: The KPIs provide quantitative measures of the SWPD's performance, enabling the STM to assess the return on investment in HR activities.

6. Conclusion

By implementing a comprehensive performance measurement system, the STM can effectively measure the results of its HR function, demonstrate the value of the SWPD, and make data-driven decisions to optimize its workforce. This will contribute to the STM's overall success in achieving its strategic objectives.

7. Discussion

Other alternatives not selected:

  • Focusing solely on financial KPIs: This approach would be too narrow and fail to capture the full value of the SWPD's contributions.
  • Using a subjective evaluation approach: This approach would lack objectivity and consistency in performance measurement.

Risks and key assumptions:

  • Data availability: The availability of reliable data is crucial for accurate performance measurement.
  • Resistance to change: Some stakeholders may resist the implementation of a new performance measurement system.
  • Cost of implementation: Implementing a robust performance measurement system may require significant investment in technology and resources.

8. Next Steps

  1. Develop a pilot program: Implement the performance measurement system in a pilot phase with a selected group of departments or units.
  2. Gather feedback: Collect feedback from stakeholders on the effectiveness of the pilot program.
  3. Refine the system: Based on the feedback, refine the performance measurement system and expand its implementation to other departments.
  4. Communicate results: Regularly communicate the results of the performance measurement system to stakeholders, highlighting the SWPD's achievements and areas for improvement.

By taking these steps, the STM can successfully implement a performance measurement system that will enhance the effectiveness of its HR function and contribute to its overall success.

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Case Description

If the HR function is to become a strategic partner within an organization, it must be able to measure the results of its activities and programs. But how? The case places students in the position of an external consultant who is mandated to identify and develop indicators that will be used to establish a balanced scorecard for the head of the Staffing and Workforce Planning Division of the Société de transport de Montréal (STM). This is a decision-making case, since it asks students to decide on the relevant indicators to be selected for the balanced scorecard. At the same time, it can also be regarded as an analytical case, in that the solutions/indicators must be based on an exhaustive analysis of the situation and information conveyed in the case and its appendices.

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