Consulting

• Surveys:Ascertaining Engagement levels of employees, culture of the organization, state of internal customer satisfaction and compensation structure in the industry.
• ROI of HR interventions:Determining the costs and returns of HR interventions and arrive at ROI figures
• HR Metrics & HR Scorecards:Determining key parameters associated with HR performance and arriving at a HR scorecard using BSC(Balanced score card)
• Decision support:Ascertaining the appropriateness of decisions pertaining to various HR sub functions say for example hiring – should the company continue to hire from a particular campus or should GD be used as a part of the selection process
• Forecasting: HR data is analyzed to arrive at forecasts for a future period of time using a variety of statistical methods . For example forecasting attrition which at a very basic level would use a trend line analysis and at a higher level would compute risk (of separation)scores for all executives
• Problem solving & Root cause analysis: Chronic HR problems are investigated using tools like Fishbone diagram andPareto Analysis of survey data. Subsequently arrive at prescriptions or recommendations to eliminate the problem.

• Competency Mapping :Drawing up a Competency Model for the organization
• Designing Assessment Centers:Determining the competency levels of employees by designing and running assessment centres using multiple assessment techniques
• 360 Degree Assessment:Running a 360 Degree assessment to determine the competency levels of people
• Psychometric Assessment: Using psychometric tests to determine the competency levels of people
• Competency Integration: Integrating Competency with the various HR sub functions

• Surveying the As Is state:Design and run surveys to capture the state of the organization in terms of culture that is practiced, engagement levels of people – enablers and impediments
• Stakeholder interaction:The As Is state is presented with its perceived strengths and weaknesses before a group of stakeholders. The findings are discussed and it need be debated. Accordingly needed modifications are incorporated
• Determining the ‘To Be’ state:Basis the survey findings, subsequent stake holder interactions and benchmarking data, a desirable ‘To Be’ state for the organization is drawn up
• Designing change programs: Designing change programs with specific objectives and timelines are drawn up to facilitate the transition on to the desired ‘To Be’ state

• Setting up a KRA based PMS:Set up a KRA – KPI(result) based performance management system. Work with all levels of the organizational hierarchy and starting from the very top and facilitate the process of setting KRAs and KPIs.
• Integrating competency onto PMS:Integrating the result based PMS with a laid out competency framework ascribing appropriate weightage to behavior and result
• Streamlining Appraisals:Workshops supported by resources like an Appraisal manual tries to streamline the appraisal process that ensures that employees conduct appraisals properly