CII National
HR Excellence
Award

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9th Edition 2018

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CII National HR Excellence Model

CII-HR Excellence Model is based on the CII-Exim Bank Excellence Award encompassing all aspects of human resource management and acts as a practical tool for 1) A Self- Assessment model for measuring the current status and thus identify the gaps to stimulate solutions 2) A framework to position various HR initiatives and identify gaps. 3) A basis to develop acommon understanding of various terms used in the HR Management.

The model can be effectively used as a framework to position HR initiatives, measure current status, and identify gaps to stimulate solutions. Through this model, CII aims to help improve HR performance practices and capabilities by providing objective feedback for improvement while also facilitating communication and sharing of best practices and information within and among organizations.

The model assesses organizations on the following parameters:

Leadership (120 points)

The CII model evaluates the ability of leaders to develop and reinforce a shared vision for the organization and create a compelling environment for the people to grow and innovate. The leaders need to be accessible, active listeners as well as respond positively to their employees. The model also lays emphasis on ethics and social responsibility to be part of the leadership DNA.

Excellent Organizations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the Organization to anticipate and react in a timely manner to ensure the ongoing success of the Organization.

Areas to be addressed may cover:

  • How do leaders develop and communicate the Organization’s, Vision, Mission and Values?

  • How do leaders develop and role model ethics and values which support the creation of the “Culture of Excellence” across the Organization?

  • How do leaders develop and improve Organization structure to support delivery of its strategy to achieve its long term objectives?

  • How do leaders help and support people to achieve their plans, objectives and targets?

  • How do leaders ensure their accessibility and respond positively to the people?

  • How do leaders review and improve the effectiveness of their leadership behaviors?

  • How do leaders involve in developing capability in the Organization, creating a leadership pipeline and supporting them?

  • How do leaders encourage and enable people participation and involvement in improvement activities for the benefit of Organization/community/society?

  • How do leaders involve themselves in recognizing both team and individual efforts, at all levels within the Organization, in a timely and appropriate manner?

  • How do leaders develop agility as a culture in the Organization for effective change management?

Human Resource Strategy (120 points)

The model evaluates an organization based on how the HR strategies are embedded into the strategic plan and how have they impacted the bottom line.

Excellent Organizations implement their Mission and Vision by developing stakeholder focused strategy. They develop people policies, plans, objectives and processes that value their people and create a culture that allows the mutually beneficial achievement of Organizational and personal goals.

Areas to be addressed may cover:

  • Practices for gathering and understanding the developments/trends in the external environment, collecting needs and expectations relevant to the formulation of HR strategy and remaining alert to any changes

  • Practices for understanding the internal performance levels, skill sets and competencies available etc. to develop HR strategies and plans to meet the Organizational objectives.

  • How does the Organization develop long term HR plans, midterm and annual HR plans and review their impact on Business?

  • How does the Organization define the outcomes to be achieved and the corresponding performance measures with relevant targets and comparisons to achieve its strategic HR goals?

  • How does the Organization identify and manage its Strategic HR risks?

  • How does the Organization communicate its HR strategy?

  • Describe the changes in HR Strategy formulation g. process over last few years, along with the reasons and spell out their measurable impact.

Learning and Development (120 points)

Excellent Organizations value their people and create a culture that allows the mutually beneficial achievement of Organizational and personal goals. They develop knowledge and capabilities of their people and enable its use for the benefit of the Organization.

Areas to be addressed may cover:

  • Practices employed for identifying people competencies in line with the Organization’s current and future needs.

  • How does the Organization match the existing people competencies (including soft skills) and identify the gaps, in line with short, medium and long-term plans of the Organization?

  • Practices, Methods and tools to develop its people competencies to bridge the identified gaps.

  • How are people competencies enhanced and leveraged to ensure future mobility and employability?

  • How does the Learning and Development process build leadership capabilities in the Organization?

  • How is the knowledge & competency of HR staff developed and leveraged to enhance innovation and learning in HR function?

  • Involvement with / support to professional bodies, educational and management institutions to promote sharing and learning on recent trends and best practices related to people development.

  • Ensuring the competencies of the people employed in outsourced activities are assessed and enhanced to meet the job requirements.

  • Processes / practices in use to evaluate the effectiveness of training and development efforts at the individual and organizational level, to ensure that the people have necessary skills and competencies to maximize their contribution.

People Well-Being and Employee Engagement (120 points)

The CII Assessment involves evaluating an organization’s work environment, employee support climate and people engagement. These are determined with the aim of fostering well-being, satisfaction, and motivation amongst employees to achieve the long-term organizational success. With reference to thework environment, the model focuses on how an organization addresses health, safety, and labour/employee issues. It also emphasizes the efforts of an organization to build and foster an environment of innovation and change, besides providing its employees with financial and non-financial benefits.

Excellent Organizations value their people and create a culture that allows mutually beneficial achievement of Organizational and personal goals. They care for, communicate, reward and recognize, in a way that motivates people, builds commitment and contributes to the benefit of the Organization.

Areas to be addressed may cover:

Work Environment:

  • Practices related to safe and healthy work environment to its people, including those involved in outsourced activities.

  • Processes concerning the management of harmonious Employee Relations at all levels including grievance handling. How are relationships with formal employee representatives/groups enhanced for mutual value add?

  • People involvement in identifying and improving workplace safety and well-being.

  • Practices for a Healthy work life balance considering reality of a networked world (24x7), globalization and new ways of working

  • Practices to promote and encourage a culture of mutual support and team spirit.

Employee Support Climate:

  • Processes / Policies related to benefits (financial and non financial), redeployment, redundancy etc. to sustain people involvement.

  • How are benefits selected and tailored to the needs of a diverse workforce based on employment conditions, locations, gender etc?

  • Practices to ensure that the employee benefits (financial & non-financial) are provided for outsourced employees beyond the statutory requirements, if any.

  • Policies and practices to help people achieve performance, developmental and aspirational goals

  • Processes/ practices for involving people (including the people involved in outsourced activities) at different levels in identifying improvement opportunities and participating in implementation of improvements towards realizing Organizational objectives including wider participation in societal activities.

Employee Satisfaction:

  • Methods and measures used to determine the Key factors that impact employee well being, satisfaction, and motivation for different categories of employees.

  • Formal and / or informal methods and measures used to monitor the levels of employee well being, satisfaction, motivation and involvement of different categories of employees.

  • Practices adopted to address cultural and gender diversity related aspects at workplace.

  • How are indicators such as employee retention, absenteeism, grievances and productivity used to assess and improve employee well-being, satisfaction and motivation?

  • Use of assessment findings to identify priorities for improving the work environment and employee support climate to enhance people’s motivation and engagement levels.

Human Resources Management Processes/ Practices (120 points)

The assessment focuses on processes and practices within the organization, which support its journey towards business excellence. Taking into account the holistic picture in terms of manpower planning, hiring, career planning, succession planning, gender diversity, rewards and recognition, performance management amongst others; the model evaluates the measures adopted by the organization to stay abreast of the current trends of the HR fraternity as well as best practices implemented across the industry.

Excellent Organizations value their people and create a culture that allows the mutually beneficial achievement of Organizational and personal goals. They establish a framework of processes and deployment mechanism that motivates people builds commitment and enables them to contribute for the benefit of the Organization.

Areas to be addressed may cover:

  • Mapping of HR Processes with associated monitoring and measurements. What are the Organizations’s key HR Processes and how are they identified, managed and improved?

  • How does the Organization manage processes of manpower planning, recruitment, career planning, succession planning and employee engagement?

  • How does the Performance Management System encourage, support and empower individuals & teams to enable a high performance culture?

  • What are the Reward and Recognition, Compensation Policies/ Practices of the Organization and how they have been implemented and improved over the years to realize superior levels of performance?

  • Policies/practices of the Organization, for socially / economically backward sections of the society, differently abled people and management of gender diversity in recruitment.

  • How does the Organization ensure that the HR Personnel are kept updated on HR best practices and trends and adopt them, as appropriate, to the Organization?

  • How does the Organization gather the communication needs (top down, bottom up and lateral) of its people and what are the various communication channels/practices deployed to promote dialogue across levels to effectively address the same?

  • How does the Organization enable and encourage the sharing of information, knowledge and best practices throughout the Organization?

  • How is Information Technology leveraged to support the management of HR processes?

  • What are the recent innovations in HR Practices? How does the Organization leverage new age tools and technologies including use of social media to improve upon its HR Processes and measure the effectiveness of these improvements?

Results (400 points)

Results are based on perception measures and organizational performance indicators. The perception measures take into account the perception of people, customers and society that directly impact the HR function. Other measures include ethical behaviour, respect for women and being an equal opportunity employer. The organizational performance indicators are used by the organizations internally to monitor, understand, predict and improve the performance of its employees and business directly impacted by the HR function.

Perception Measures (200 Points)

These measures are the People’s Perception of the Organization, customer perception and society perception of the Organization’s people. (Obtained for example from surveys, focus groups, interviews, structured appraisals, etc).

People perception measures may include those relating to:

Motivation

  • Career development

  • Communication

  • Empowerment

  • Equal opportunities

  • Involvement

  • Leadership

  • Opportunity to learn and achieve

  • Recognition

  • Target setting and appraisal

  • The Organization’s values, mission, vision, policy and strategy

  • Training and development

Satisfaction:

  • Organization’s administration

  • Employment conditions

  • Facilities and services

  • Health and safety conditions

  • Job security

  • Rewards and recognitions

  • Pay and benefits

  • Grievance handling

  • Peer relationships

  • The management of change

  • The Organization’s environmental policy and impact

  • The Organization’s role in the community / society development working environment

Stakeholders’ perception of Organisation’s people (Customers, Vendors… etc):

Image

  • Accessibility

  • Responsiveness

  • Transparency

Sales and After Sales Support

  • Capabilities and behavior of employees

  • Handling of complaints

Society’s perception of Organization’s people:

  • People Involvement in the development of community/society/environment.

  • Ethical behavior of people.

  • Image of employees as responsible members of community and society.

  • Equal opportunity employer

Performance Indicators (200 Points)

These are the internal measures used by the Organization in order to monitor, understand and improve the performance 2016of the Organization’s people and to predict their impact on perceptions.

Performance indicators may include :

Achievements

  • Competency requirements versus competencies available

  • Leadership performance

  • Productivity

  • Success rates of training and development to meet objectives

Motivation and involvement

  • Involvement in improvement activities (individuals/teams)

  • Levels of training and development

  • Measurable benefits of team work

  • Recognition of individuals and teams

  • Response rates to people surveys

Equal Opportunity Employment

  • Segmentation of employees

  • Gender composition

  • Recruitment / Attrition rates

Satisfaction

  • Absenteeism and sickness levels

  • Accident levels

  • Grievances

  • Recruitment trends

  • Staff turnover

  • Strikes

  • Sexual harassment/non compliance incidents

  • Pending legal cases

  • Use of benefits

  • Use of Organization provided facilities (e.g., recreational, crèche).

Services provided to the Organization’s people

  • Accuracy of personnel administration

  • Communication effectiveness

  • Speed of response to enquiries

  • Training evaluation

  • Effectiveness of grievance redressed

Operational measures used by the Organisation to monitor and understand the HR processes which directly impact Key Business outcomes. These may include:

  • Innovations/breakthrough improvements

  • Information and knowledge (accessibility, integrity, value of intellectual property/capital)

  • Profitability per employee

  • Value Added (VA) per Re of employee cost

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