Read the article Using Metrics to Create a Six-Sigma Hiring Process, by Lou Adler Discuss the key elements of the article and explain if you agree/disagree with the a

 

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1:  Read the article, Using Metrics to Create a Six-Sigma Hiring Process, by Lou Adler.  Discuss the key elements of the article and explain if you agree/disagree with the author.

Link: https://www.ere.net/using-metrics-to-create-a-six-sigma-hiring-process/

When answering this question, please change the subject line to  Topic 1:  Six-Sigma Hiring Process

———————————————————–

Q2: Read this Harvard Business Review article, Developing your leadership pipeline by Jay A Conger and Robert M Fulmer.  Let’s kick-off the discussion by presenting the central idea of the article.  In your post, discuss how this is relevant to Recruiting?

Link:  https://hbr.org/2003/12/developing-your-leadership-pipeline

When answering this question, please change the subject line to  Topic 2: Internal Recruiting

——————–

Q3: Companies offer several benefits to its employees.  Benefits utilization metric helps understand how well a particular benefit is utilized.  In what way can companies use this valuable information? Explain with an example any benefit plan.

When answering this question, please change the subject line to  Topic 3: Benefits utilization metrics

———————–

Q4: How can companies strategically roll out wellness programs to its employees.  What impact does wellness programs make to the organization? This has been the key focus particularly during COVID-19 pandemic.

When answering this question, please change the subject line to  Topic 4: Wellness

——————-

Q5:  When answering this question, please change the subject line to Topic 5: Why Diversity Fails

This article is from Harvard Business Review.  Authors are Frank Dobbin and Alexandra Kalev 

Here is the link to the article from the Web: https://hbr.org/2016/07/why-diversity-programs-fail

Please read the article and discuss the following.  Please interact with each other.

1. Explain how this article relates to HR Metrics

2. Provide an overview of this article in your own words

3. What did you like/dislike about this article

Use only articles to answer questions, do not use outside resources

Respond to posts that were answered based on the questions

Q1 post: Lou Adler discusses the use of metrics to create a Six Sigma hiring process. Six Sigma is essentially a method that provides the tools businesses need to improve. The article contains several key elements. The author suggests that reporting metrics should not be the sole metric used to dictate the hiring process. Reporting metrics summarize key aspects of the past—after it has already happened. This metric is not efficient because while it highlights how a company performed in the past, it has little diagnostic value. Another key element the author emphasizes is the use of process-control and forward-looking metrics. Process-control metrics should be prioritized because it can give leaders insight into core activities of the hiring process—seeing what is happening  now versus what  has happened, making it easier to make real-time changes. For example, these metrics can give a rundown of activities such as candidate response rates to ads, daily and weekly sendouts by recruiter, and open/close requisition ratio, to name a few. Additionally, forward-looking metrics should also be valued in organizations because it can help predict what is likely to happen in the future. These metrics will allow you to anticipate future problems before they occur. Leaders and managers can use this information to take action to prevent or minimize the issue. Process-control and forward-looking metrics are valuable because both will help eliminate or minimize current and future problems faster and more efficiently. 

 

I agree with Lou Adler’s suggestion in using process-control and forward-looking metrics in the hiring process. Using these two metrics will help the hiring process as well as other key processes in organizations run more efficiently. I understand that reporting metrics are considered “old-school,” but I don’t think this metric should be discarded entirely. Reporting metrics shouldn’t be heavily depended on, but by using it with the other two metrics, it may possibly allow companies to detect trends or patterns that would further help improve the company. It may be useful to use process-control metrics to look at the present, but by comparing it with the past in the reporting metrics, it may offer insight on what the core problem is in the hiring process. 

Q2 post: This article’s central idea is understanding why talented/capable employees fail at their jobs. Talent management needs to have succession planning and leadership development, there are a lot more factors to consider to put the right person in the right job than just credentials. This relates to recruiting because the article outlines how to manage leadership roles in companies by using rules that help navigate the employees (talent) to the right place. These rules come together to create a succession management system. 

Rule one: focus on development – meaning succession management. Paying attention to the requirements needed to fit the position and education to develop skills for leadership.

Rule two: identify linchpin positions – “Succession management systems should focus intensively on linchpin positions—jobs that are essential to the long-term health of the organization.” 

Rule three: Make it transparent – planning systems done in secrecy, to not demote motivation and continue climbing up. 

Rule Four: measure progress regularly – need to know if right people are moving at right pace. 

Rule five: keep it flexible – Dont commiment and continue to modify system to be easier and more effective to use. 

These rules can be proven effective and useful when in the recruiting process, the article outlines how these rules help implement a successful management system to discover and develop potential industry leaders through planning and training so they can succeed in their roles but most importantly lead the organization success through their performance. 

Q3: Businesses can recruit and keep the top talent in their industry by providing employees with a competitive benefits package. The benefits package may be more important to certain employees than pay. For example, one example of a benefit plan is health insurance. One of the most significant aspects of a benefits package for the majority of employees is health insurance. Additionally, some people won’t even think about working for a company that doesn’t provide health insurance. Companies should make sure that health insurance is one of their employee benefit options if they wish to draw in top-tier job seekers. Employee opinions regarding present and future benefits should be gathered through one-on-one discussions, surveys, and focus groups. The information companies get might be insightful and also point out the perks that will provide the greatest value to the whole compensation package companies  offer employees.

Q4: Besides the usual insurance plans included and benefits employees receive, there needs to be something that attracts and supports employees to motivate them to get involved in the company’s wellness program. 

There are simple methods that are apart of wellness that employees can find attractive like flexible working hours, coaching and support (check-ins about health), financial education, autonomy, supporting and promoting community involvement to boost overall mood. Some of these methods require little effort to organize and with some discretion employees won’t even notice the overall change and positive feel in their work environment. Transparency is key, employees don’t want to feel stressed or pressured to report about their health and personal/work-life balance so its important the roll-out of these programs are subtle. 

Q5: Frank Dobbin and Alexandra Kalev’s article discusses the ineffective programs and tools that organizations use to promote diversity, and offers other tactics that may be more effective in accomplishing diversity within. After a series of high-profile lawsuits that revolved around discrimination, many companies rolled out diversity programs that involve diversity training, hiring tests, promotions, and grievance systems in hopes to prevent a large lawsuit related to discrimination. The authors suggest that one cannot influence diversity by simply controlling employees—setting rules and imposing training courses may backfire. Diversity training, for example, may actually encourage biasness. The authors suggest that there are other methods to promote diversity such as encouraging engagement, contact, and social accountability. The focus should rather be in changing the behaviors of managers. For example, having managers volunteer to visit campuses to increase exposure to women and minorities, hosting mentoring programs, and increased contact between different groups (ethnicity, gender, etc.). 

This article relates to HR metrics because metrics related to diversity is often utilized by organizations. These metrics include a few that we’ve learned in this course, such as gender, ethnicity, and age. Metrics like these can help hold a company accountable in its diversity practices and social accountability. Metrics can also help in decision making when it comes to recruitment activities. For example, if a company notices the female to male ratio is significantly low, it can make efforts to recruit more women. Additionally, if the minority count is low, companies can draw more focus to mentoring programs that will help minorities transition into the organization. 

Overall, I liked the discussion of the article. I think it made important points about the ineffectiveness of diversity programs—instead of implementing programs that seem forced, it can actually discourage managers and leaders from making unbiased decisions. Personally, I wouldn’t like to be told how to hire or be forced to hire a certain demographic of people; I’d rather make decisions myself consciously and autonomously. I also agree that increased engagement and exposure/contact is a better tactic. I didn’t dislike anything in particular about this article. However, maybe pointing out a few benefits of diversity programs instead of solely listing the negatives could be helpful to offer more perspective. 

Sample post: In regards to an organization, benefits are non-wage compensation provided to employees to attract and retain talent, as well as foster a productive workforce. Benefits utilization metrics are valuable because it can help companies gain insight on what benefits are resonating the most with employees. In a highly competitive job market like today, these insights are important in determining what will make the company more appealing to candidates during the recruitment process. Additionally, if some benefits are being utilized more than others, the company may want to adjust costs and resources in the benefits programs to better fit the needs of employees. Managers can administer surveys to employees to identify trends such as satisfaction ratings—this can help the company decide to re-design current benefits or introduce new benefits. On a larger scale, benefits utilization metrics can also help companies track costs such as benefit packages per employee, benefits as a percentage of salary, and as a percentage of operating cost. 

An example of a benefit plan that may be useful in tracking the utilization rate of is health insurance. If a company is offering health insurance as a benefit but sees that the utilization rate is low, they may want to design or offer new healthcare benefits, such as lower deductibles, premiums, out-of-pocket limits, and lower co-pay. Health insurance is extremely important to many people when it comes to choosing which company to work for, so high utilization rate can result in lower turnover rates for an organization. 

Sample response to post: Hi Connie, I agree with you on what you said about benefits utilization and that these metrics can help the company gain insight into what benefits resonate with the employees more. In addition, I also agree that they can also be used to identify which benefits are utilized more than others, which should lead to the company making changes regarding these benefits. I do want to add that they wouldn’t only think about redesigning the current benefits or introducing new benefits, but there might just not be awareness of the benefit being provided. Creating awareness of the under-utilized benefit can be another option for HR to consider. This awareness can be created by introducing this benefit by launching an email campaign to update the employees about the new and current benefit offerings. If the benefit still would be under-utilized, then it can be discontinued and a new more attractive benefit can be launched. A survey can then be conducted to see what benefit the employees may want to have. 

 

An example of a benefit plan that many employees may not be aware of is a fitness reimbursement program. People may feel that a gym membership is too expensive or that they don’t have enough time to go to the gym. But, there may not be awareness amongst the employees of company XYZ for example, if there are just fliers in the HR benefits department laying around or if the benefit was just listed in a very long email that the employees did not even bother reading from HR. Therefore, an email campaign can be created by HR to help promote the new and current programs that they are offering but with summaries for each benefit. A link can be given for more information on that benefit through the company intranet or they can be told to visit HR for more details on this program if the employees are interested. This program may be attractive to employees because the gym might not be so expensive after all for them and they can be reimbursed by filing a claim with copies of their receipts 

,

1:  Read the article, Using Metrics to Create a Six-Sigma Hiring Process, by Lou Adler.  Discuss the key elements of the article and explain if you agree/disagree with the author.

Link: https://www.ere.net/using-metrics-to-create-a-six-sigma-hiring-process/

When answering this question, please change the subject line to  Topic 1:  Six-Sigma Hiring Process

———————————————————–

Q2: Read this Harvard Business Review article, Developing your leadership pipeline by Jay A Conger and Robert M Fulmer.  Let’s kick-off the discussion by presenting the central idea of the article.  In your post, discuss how this is relevant to Recruiting?

Link:  https://hbr.org/2003/12/developing-your-leadership-pipeline

When answering this question, please change the subject line to  Topic 2: Internal Recruiting

——————–

Q3: Companies offer several benefits to its employees.  Benefits utilization metric helps understand how well a particular benefit is utilized.  In what way can companies use this valuable information? Explain with an example any benefit plan.

When answering this question, please change the subject line to  Topic 3: Benefits utilization metrics

———————–

Q4: How can companies strategically roll out wellness programs to its employees.  What impact does wellness programs make to the organization? This has been the key focus particularly during COVID-19 pandemic.

When answering this question, please change the subject line to  Topic 4: Wellness

——————-

Q5:  When answering this question, please change the subject line to Topic 5: Why Diversity Fails

This article is from Harvard Business Review.  Authors are Frank Dobbin and Alexandra Kalev 

Here is the link to the article from the Web: https://hbr.org/2016/07/why-diversity-programs-fail

Please read the article and discuss the following.  Please interact with each other.

1. Explain how this article relates to HR Metrics

2. Provide an overview of this article in your own words

3. What did you like/dislike about this article

Use only articles to answer questions, do not use outside resources

Respond to posts that were answered based on the questions

Q1 post: Lou Adler discusses the use of metrics to create a Six Sigma hiring process. Six Sigma is essentially a method that provides the tools businesses need to improve. The article contains several key elements. The author suggests that reporting metrics should not be the sole metric used to dictate the hiring process. Reporting metrics summarize key aspects of the past—after it has already happened. This metric is not efficient because while it highlights how a company performed in the past, it has little diagnostic value. Another key element the author emphasizes is the use of process-control and forward-looking metrics. Process-control metrics should be prioritized because it can give leaders insight into core activities of the hiring process—seeing what is happening  now versus what  has happened, making it easier to make real-time changes. For example, these metrics can give a rundown of activities such as candidate response rates to ads, daily and weekly sendouts by recruiter, and open/close requisition ratio, to name a few. Additionally, forward-looking metrics should also be valued in organizations because it can help predict what is likely to happen in the future. These metrics will allow you to anticipate future problems before they occur. Leaders and managers can use this information to take action to prevent or minimize the issue. Process-control and forward-looking metrics are valuable because both will help eliminate or minimize current and future problems faster and more efficiently. 

 

I agree with Lou Adler’s suggestion in using process-control and forward-looking metrics in the hiring process. Using these two metrics will help the hiring process as well as other key processes in organizations run more efficiently. I understand that reporting metrics are considered “old-school,” but I don’t think this metric should be discarded entirely. Reporting metrics shouldn’t be heavily depended on, but by using it with the other two metrics, it may possibly allow companies to detect trends or patterns that would further help improve the company. It may be useful to use process-control metrics to look at the present, but by comparing it with the past in the reporting metrics, it may offer insight on what the core problem is in the hiring process. 

Q2 post: This article’s central idea is understanding why talented/capable employees fail at their jobs. Talent management needs to have succession planning and leadership development, there are a lot more factors to consider to put the right person in the right job than just credentials. This relates to recruiting because the article outlines how to manage leadership roles in companies by using rules that help navigate the employees (talent) to the right place. These rules come together to create a succession management system. 

Rule one: focus on development – meaning succession management. Paying attention to the requirements needed to fit the position and education to develop skills for leadership.

Rule two: identify linchpin positions – “Succession management systems should focus intensively on linchpin positions—jobs that are essential to the long-term health of the organization.” 

Rule three: Make it transparent – planning systems done in secrecy, to not demote motivation and continue climbing up. 

Rule Four: measure progress regularly – need to know if right people are moving at right pace. 

Rule five: keep it flexible – Dont commiment and continue to modify system to be easier and more effective to use. 

These rules can be proven effective and useful when in the recruiting process, the article outlines how these rules help implement a successful management system to discover and develop potential industry leaders through planning and training so they can succeed in their roles but most importantly lead the organization success through their performance. 

Q3: Businesses can recruit and keep the top talent in their industry by providing employees with a competitive benefits package. The benefits package may be more important to certain employees than pay. For example, one example of a benefit plan is health insurance. One of the most significant aspects of a benefits package for the majority of employees is health insurance. Additionally, some people won’t even think about working for a company that doesn’t provide health insurance. Companies should make sure that health insurance is one of their employee benefit options if they wish to draw in top-tier job seekers. Employee opinions regarding present and future benefits should be gathered through one-on-one discussions, surveys, and focus groups. The information companies get might be insightful and also point out the perks that will provide the greatest value to the whole compensation package companies  offer employees.

Q4: Besides the usual insurance plans included and benefits employees receive, there needs to be something that attracts and supports employees to motivate them to get involved in the company’s wellness program. 

There are simple methods that are apart of wellness that employees can find attractive like flexible working hours, coaching and support (check-ins about health), financial education, autonomy, supporting and promoting community involvement to boost overall mood. Some of these methods require little effort to organize and with some discretion employees won’t even notice the overall change and positive feel in their work environment. Transparency is key, employees don’t want to feel stressed or pressured to report about their health and personal/work-life balance so its important the roll-out of these programs are subtle. 

Q5: Frank Dobbin and Alexandra Kalev’s article discusses the ineffective programs and tools that organizations use to promote diversity, and offers other tactics that may be more effective in accomplishing diversity within. After a series of high-profile lawsuits that revolved around discrimination, many companies rolled out diversity programs that involve diversity training, hiring tests, promotions, and grievance systems in hopes to prevent a large lawsuit related to discrimination. The authors suggest that one cannot influence diversity by simply controlling employees—setting rules and imposing training courses may backfire. Diversity training, for example, may actually encourage biasness. The authors suggest that there are other methods to promote diversity such as encouraging engagement, contact, and social accountability. The focus should rather be in changing the behaviors of managers. For example, having managers volunteer to visit campuses to increase exposure to women and minorities, hosting mentoring programs, and increased contact between different groups (ethnicity, gender, etc.). 

This article relates to HR metrics because metrics related to diversity is often utilized by organizations. These metrics include a few that we’ve learned in this course, such as gender, ethnicity, and age. Metrics like these can help hold a company accountable in its diversity practices and social accountability. Metrics can also help in decision making when it comes to recruitment activities. For example, if a company notices the female to male ratio is significantly low, it can make efforts to recruit more women. Additionally, if the minority count is low, companies can draw more focus to mentoring programs that will help minorities transition into the organization. 

Overall, I liked the discussion of the article. I think it made important points about the ineffectiveness of diversity programs—instead of implementing programs that seem forced, it can actually discourage managers and leaders from making unbiased decisions. Personally, I wouldn’t like to be told how to hire or be forced to hire a certain demographic of people; I’d rather make decisions myself consciously and autonomously. I also agree that increased engagement and exposure/contact is a better tactic. I didn’t dislike anything in particular about this article. However, maybe pointing out a few benefits of diversity programs instead of solely listing the negatives could be helpful to offer more perspective. 

Sample post: In regards to an organization, benefits are non-wage compensation provided to employees to attract and retain talent, as well as foster a productive workforce. Benefits utilization metrics are valuable because it can help companies gain insight on what benefits are resonating the most with employees. In a highly competitive job market like today, these insights are important in determining what will make the company more appealing to candidates during the recruitment process. Additionally, if some benefits are being utilized more than others, the company may want to adjust costs and resources in the benefits programs to better fit the needs of employees. Managers can administer surveys to employees to identify trends such as satisfaction ratings—this can help the company decide to re-design current benefits or introduce new benefits. On a larger scale, benefits utilization metrics can also help companies track costs such as benefit packages per employee, benefits as a percentage of salary, and as a percentage of operating cost. 

An example of a benefit plan that may be useful in tracking the utilization rate of is health insurance. If a company is offering health insurance as a benefit but sees that the utilization rate is low, they may want to design or offer new healthcare benefits, such as lower deductibles, premiums, out-of-pocket limits, and lower co-pay. Health insurance is extremely important to many people when it comes to choosing which company to work for, so high utilization rate can result in lower turnover rates for an organization. 

Sample response to post: Hi Connie, I agree with you on what you said about benefits utilization and that these metrics can help the company gain insight into what benefits resonate with the employees more. In addition, I also agree that they can also be used to identify which benefits are utilized more than others, which should lead to the company making changes regarding these benefits. I do want to add that they wouldn’t only think about redesigning the current benefits or introducing new benefits, but there might just not be awareness of the benefit being provided. Creating awareness of the under-utilized benefit can be another option for HR to consider. This awareness can be created by introducing this benefit by launching an email campaign to update the employees about the new and current benefit offerings. If the benefit still would be under-utilized, then it can be discontinued and a new more attractive benefit can be launched. A survey can then be conducted to see what benefit the employees may want to have. 

 

An example of a benefit plan that many employees may not be aware of is a fitness reimbursement program. People may feel that a gym membership is too expensive or that they don’t have enough time to go to the gym. But, there may not be awareness amongst the employees of company XYZ for example, if there are just fliers in the HR benefits department laying around or if the benefit was just listed in a very long email that the employees did not even bother reading from HR. Therefore, an email campaign can be created by HR to help promote the new and current programs that they are offering but with summaries for each benefit. A link can be given for more information on that benefit through the company intranet or they can be told to visit HR for more details on this program if the employees are interested. This program may be attractive to employees because the gym might not be so expensive after all for them and they can be reimbursed by filing a claim with copies of their receipts 


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