People Productivity Toolkit (PowerPoint PPTX Slide Deck)

BENEFITS OF THIS POWERPOINT DOCUMENT

1. People Productivity Framework
2. People Development
3. Large Scale Project Management

HUMAN RESOURCES PPT DESCRIPTION

Enhance organizational performance with this People Productivity Toolkit, crafted by ex-McKinsey consultants. A systematic approach for effective project management. People Productivity Toolkit is a 34-slide PPT PowerPoint presentation slide deck (PPTX) available for immediate download upon purchase.

Explore Slides inside the Deck:

Three-Step Framework for Value-Based Target Derivation Incentive Systems for Comprehensive Value Management Future HR Capabilities: Measurement and Strategic Impact

People productivity is one of the most important focus area for senior leaderships across the organization. This presentation outlines one of the most innovative and up-to-date approach to tackle people productivity with a very objective lens on organization performance improvement. The document outlines how to run a large project management on people productivity in a systematic manner.

HUMAN RESOURCES PPT SLIDES

Three-Step Framework for Value-Based Target Derivation

This PPT slide outlines a structured three-step process for deriving value-based targets. The first step, "Suggested targets," emphasizes capital-market-based target derivation through market condition analysis and financial metrics, contrasted with a bottom-up approach focusing on product-market insights. The second step, "Target-setting process," introduces a cyclical framework of interpretation, discussion, and decision-making, highlighting the iterative nature of target setting that requires stakeholder collaboration. The final step, "Target agreement," culminates in formalizing targets, illustrated by a change in Customer Value Added (CVA) goals, underscoring the necessity of consensus among team members and leadership for actionable targets. This systematic approach integrates market insights and operational realities, enhancing organizational alignment in defining and achieving value-based targets.

Incentive Systems for Comprehensive Value Management

This PPT slide outlines a framework for value-oriented management, highlighting the necessity of an incentive system to cover the entire value-management process. It includes 2 main sections: elements of value-oriented management and the value-oriented management process. Key elements include "Capital market," "Holding," and "Business units," which are connected to "Investor relations," "Portfolio management," and "Operative value drivers," indicating vital information flow and responsibility alignment. The cyclical model features 4 components: "Value-oriented target setting," "Value-oriented planning," "Measure value creation," and "Reward value creation," emphasizing interdependence and continuous revisiting to align with strategic goals. Establishing clear metrics and incentives for rewarding value creation motivates employees and ensures organizational focus on measurable outcomes.

Future HR Capabilities: Measurement and Strategic Impact

This PPT slide outlines anticipated capabilities in the human resources (HR) function, focusing on the measurement and valuation of human capital. It categorizes these into "Collective performance measure" and "Impact on HR function." The "Collective performance measure" emphasizes the need for HR to quantify human capital through qualitative and quantitative assessments, including employee skill levels and productivity metrics. This shift indicates that human capital measurement will be integral to company valuation. The "Impact on HR function" highlights a transition to results-oriented HR departments, aligning HR practices with business objectives to enhance organizational performance. The visual representation of agreement levels reflects a strong consensus on the necessity for HR evolution, guiding decision-makers in adapting HR strategies to future demands.

Strategic HR Capabilities for Future Performance Measurement

This PPT slide presents a strategic framework for Human Resources (HR) to enhance capabilities in measuring employee performance, structured as a two-dimensional matrix. The x-axis represents current capability, while the y-axis indicates future importance. The upper right quadrant, “High Future Importance,” identifies critical areas like “Improving leadership development” and “Managing talent,” emphasizing the significance of “Measuring HR and employee performance” as a foundational capability. The lower left quadrant, “Low Future Importance,” includes capabilities such as “Mastering HR processes” and “Restructuring the organization,” suggesting a need for resource reassessment. A color-coded urgency indicator ranges from “Low need to act” to “Strong need to act,” prioritizing immediate attention areas. The sample size of 4,741 enhances the credibility of these insights, calling HR leaders to pivot focus towards capabilities that drive future success in employee performance measurement.

Critical Resource Groups for Performance Management

This PPT slide outlines 4 essential resource groups in performance management: "Top 100 Executives," "Sales," "Back Office," and "Projects." The "Top 100 Executives" category emphasizes key decision-makers accountable for achieving strategic goals and organizational alignment. The "Sales" segment highlights the importance of optimizing sales strategies as distribution channels capture significant industry value and customer preferences evolve. The "Back Office" stresses the necessity of world-class manufacturing disciplines, focusing on managing unit costs and turnaround times as products commoditize. Lastly, the "Projects" category identifies hidden business units that can account for up to 10% of operating costs, underscoring the importance of productivity and performance for operational efficiency and profitability.

Structured Approach to Rapid Diagnostic Process

This PPT slide outlines a structured approach to a rapid diagnostic process for enhancing performance management systems, divided into 4 phases: Data Gathering and Issue Identification, Data Analysis, Agenda Setting, and Expected Outcomes. In the first phase (1-2 weeks), interviews with finance executives and IT managers gather qualitative insights and identify critical issues within the performance management framework. The second phase (2 weeks) involves analyzing key issues, comparing findings against best practices, and generating solution hypotheses for actionable insights. The third phase (1-2 weeks) focuses on agenda setting, prioritizing based on analysis, engaging stakeholders, and crafting an implementation plan. The final outcomes include a comprehensive assessment of the performance management state, a vision for future development, and a clear action plan targeting high-priority areas. This structured approach effectively addresses performance challenges.

Transforming HR Controlling: From Reporting to Strategy

This PPT slide analyzes the current state of HR controlling, highlighting the need for adaptation beyond traditional reporting. It identifies 3 key areas: quantitative controlling ratios focused on workforce metrics, personnel costs, and productivity, which emphasize cost management, but may overlook strategic considerations. The scarcity of qualitative metrics, such as motivation, leadership skills, and competencies, reveals a gap in the HR controlling framework essential for employee engagement and organizational effectiveness. Additionally, the critique of the current HR controlling system shows it primarily functions as a reporting mechanism, with limited ratios available for strategic planning, leading to misalignment with organizational goals. Integrating qualitative metrics and aligning with strategic objectives can enhance HR functions and drive better outcomes.

Balanced Scorecard Framework for Performance Monitoring

This PPT slide outlines the balanced scorecard approach for monitoring organizational performance across 4 key dimensions: Financials, Customer, Learning, and Business Process. The Financials perspective emphasizes financial accountability and investor expectations. The Customer dimension focuses on client satisfaction and understanding client needs. The Learning perspective raises questions about organizational flexibility and continuous improvement for long-term success. The Business Process section highlights the importance of operational excellence and efficiency in achieving goals. Central to this framework is the concept of "Vision and Strategy," which aligns metrics and initiatives across all perspectives. The structured layout includes tables for Goals, Metrics, Premises, and Initiatives, providing a comprehensive tool for executives to enhance performance through systematic assessment.

Cascading Balanced Scorecards for Organizational Alignment

Cascading balanced scorecards align an organization’s vision, strategy, and business plans through defined targets and metrics. A pyramid structure illustrates this alignment: the parent company sets overarching goals, which are translated into specific objectives for strategic business units (SBUs), regions, functions, and products, down to the operational level. Balanced scorecards manage value creation across corporate levels, ensuring every employee understands their role in contributing to company success. This approach enhances accountability and fosters a culture of performance measurement and continuous improvement, integrating strategic objectives with operational execution for overall mission alignment.

Source: Best Practices in Human Resources, Workplace Productivity PowerPoint Slides: People Productivity Toolkit PowerPoint (PPTX) Presentation Slide Deck, ksd123