"Fault Lines threaten us on the earth."
The second way to see it is that "Fault Lines Make us cautious, make us take proactive measures when we construct buildings so that we remain safe in the face of earthquakes, or tremors.
Any break in the bedrock is a fault line. Fault lines can be major...extending for several hundred miles (usually at the plate boundaries) or can be minor fault lines.
Just like geological fault lines existing on earth, we have fault lines in HR. These are at the boundaries.... the interfaces between key HR process areas. If you look at it and reflect you may find this familiar.
We have a great talent sourcing process, we have world class learning systems, we have designed phenomenal talent management processes, we have superb communication mechanisms. Yet we have unhappy people. Yet some of our employees don't see the whole as a sum of the parts or greater than the sum of the parts. You can attribute this to the fault lines in HR.
Each process is like a plate. The gaps between them are the fault lines. If you have a great sourcing strategy but yet are not able to convert the offers made and are shying away at 80% offer acceptance, there is a fault line in your post offer engagement. If you have a fantastic performance platform but your career opportunities are least understood by the people you have a fault line at the interface. So for the sum to be greater than the sum of the parts you need to design the systems such that there are seamless connections that avoid fault lines.
If you look at the HR life cycle from talent sourcing then to recruitment and hiring right up to separations at each interface we should ensure that there is a seamless integration. Any gaps existing should be looked at from the up stream process. e.g. if you have to design an effective promotion process or a career moves process then the data from the performance management as well as the HRMS (tenure, job moves, role changes, experience details) and data on the competency assessments, key strength areas etc need to be complete and of good quality) If this is not so then you have a fault line and down stream process gets affected as what goes into the process is what defines its effectiveness. So from a design and effectiveness process you need to have an assessment frame work that maps the quality of inputs going into any downstream process and fix where the gaps lie.
That way you are able to avoid the fault lines, the so called chasms that exist in the interface between the processes and that can result in tremors at the fault lines that are felt in both adjacent processes. So next time you find the whole being less than the sum of the parts you know where to look for a solution. In all probability it lies within the organization and a simple exercise of mapping process flows can help you design a better HR system.
The second way to see it is that "Fault Lines Make us cautious, make us take proactive measures when we construct buildings so that we remain safe in the face of earthquakes, or tremors.
Any break in the bedrock is a fault line. Fault lines can be major...extending for several hundred miles (usually at the plate boundaries) or can be minor fault lines.
Just like geological fault lines existing on earth, we have fault lines in HR. These are at the boundaries.... the interfaces between key HR process areas. If you look at it and reflect you may find this familiar.
We have a great talent sourcing process, we have world class learning systems, we have designed phenomenal talent management processes, we have superb communication mechanisms. Yet we have unhappy people. Yet some of our employees don't see the whole as a sum of the parts or greater than the sum of the parts. You can attribute this to the fault lines in HR.
Each process is like a plate. The gaps between them are the fault lines. If you have a great sourcing strategy but yet are not able to convert the offers made and are shying away at 80% offer acceptance, there is a fault line in your post offer engagement. If you have a fantastic performance platform but your career opportunities are least understood by the people you have a fault line at the interface. So for the sum to be greater than the sum of the parts you need to design the systems such that there are seamless connections that avoid fault lines.
If you look at the HR life cycle from talent sourcing then to recruitment and hiring right up to separations at each interface we should ensure that there is a seamless integration. Any gaps existing should be looked at from the up stream process. e.g. if you have to design an effective promotion process or a career moves process then the data from the performance management as well as the HRMS (tenure, job moves, role changes, experience details) and data on the competency assessments, key strength areas etc need to be complete and of good quality) If this is not so then you have a fault line and down stream process gets affected as what goes into the process is what defines its effectiveness. So from a design and effectiveness process you need to have an assessment frame work that maps the quality of inputs going into any downstream process and fix where the gaps lie.
That way you are able to avoid the fault lines, the so called chasms that exist in the interface between the processes and that can result in tremors at the fault lines that are felt in both adjacent processes. So next time you find the whole being less than the sum of the parts you know where to look for a solution. In all probability it lies within the organization and a simple exercise of mapping process flows can help you design a better HR system.
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