Quality of Hire and workforce productivity measure is always a much discussed issue in today’ stance. Recruiters are of the opinion that quality of hire and the workforce productivity cannot be pre-determined as a lot of factors come into consideration. Technology, process implementations, organizational metrics make up for a lot on the internal factors in measuring workforce productivity.
Workforce productivity is intertwined with a number of internal and external factors, which the organization has to take in mind. The organization should see that the ability to influence and deliver by the workforce is indistinguishable as a valuable resource to complete work on the organization’s behalf.
Workforce productivity in today’s context is becoming a trend we must respond to. Not only is it dramatically changing the organizational design, it is changing the nature of work itself.
Initially the HR function played a miniscule role in the transition. However in today’s context HR and personnel departments have adopted a focused based compliance hands-off approach, opting to tell managers and the management what they can do to find innovative solutions to ensure higher workforce productivity. This has created a stance wherein accountability for planning, sourcing and managing workforce productivity is taken care completely by the organization.
Talent management systems that ignore the “Total workforce productivity model” should be indicative of a solid leadership and a sound performance management process. This is because it helps organizations build a new suite of talent management offerings that caters to the needs of the total workforce productivity and thereby navigate the scenario from the murky, protectionist regulatory landscape of workforce non- productivity.
End of the day, Workforce productivity and performance management is ultimately about setting clear expectations and evaluating whether procured work, goods, and services actually perform at or above the level expected.