- Performance and Reward Management
- Learning and Development
- Resourcing Strategy
- Use of IT in People Management
- People Management in Mergers and Acquisitions
- Change Management
- Knowledge Management
- Start up of PM Department
- Work Life Balance
- Community Involvement
In this category judges will be looking for the role that PM has played in adopting an integrated approach to developing and implementing advanced performance & reward management systems across the organization.
Emphasis will be given to performance management systems that link performance and reward, and focus will be placed on evidence that advanced performance and reward management systems contribute in creating a high-performance culture, thus aligning employee to business performance.
The judges in this category will be looking for evidence that PM has contributed in implementing specific learning and development initiatives that align organizational values to employees’ needs.
Emphasis will be given to initiatives that enhance learning and development within the organization, with processes that provide appropriate opportunities for staff to learn and develop both personally and professionally.
Effective resourcing is, by its nature, central to excellence in PM and to success in business. This category encompasses core recruitment and selection activities, but also includes succession planning and retaining key talent. The judges will be looking for organizations which have developed an innovative way of handling resourcing which has made a real contribution to the success of the business.
Technology is instrumental to the proper implementation of human resource management systems. Sharing of information, resources and tools leads to empowered, knowledgeable employees that provide the basis for high performance. The judges in this category will be interested in the link between PM and Information Technology and in particular in the ways that technology is used in order to support PM initiatives.
Mergers and acquisitions have played a vital role in companies’ goal to respond to a new and changing business environment. In their effort to keep abreast of new developments and increasing competition, companies proceed in strategic partnerships in the form of mergers and acquisitions with the aim of gaining competitive advantage and achieving increased productivity, reduced cost and improvement of services and products.
Judges in this category will be looking at the way PM has contributed to the successful handling of a merger or acquisition, with particular emphasis on issues such as development of common values, integration of mission and vision, people planning and development and contribution to the overall business performance.
The ability to manage continuous and discontinuous change is a key requirement for most PM professionals. Effective management of change plays a major part in ensuring the success of the organisation.
The assessors will be looking for organisations that have developed a capacity for change and expect this to be evidenced through one or more significant change projects. Key criteria for assessment are likely to include the identification of drivers and blockers for change, the stage and scope of PM involvement, communication of change, project planning and implementation, integration with other activities and measurement of the success of change. Participants should focus on one recent initiative that has taken place during the last two years and which demonstrates their overall change ability.
The assessors are looking for evidence that PM has acted as a partner in realising an effective knowledge management strategy.
Emphasis will be put both in the knowledge management strategy in general and in HR’s contribution in particular.
Evidence of an effective knowledge management strategy is likely to include ownership of the initiative by top management, a disciplined process for capturing strategic knowledge, a culture of continuous learning, and the availability and use of electronic information systems for knowledge management.
When moving from traditional approaches of management to more contemporary ones, companies are often faced with the challenge of creating an PM Department from scratch. They aim to develop and implement specific Human Capital policies, procedures and strategies that support the overall business strategy and vision.
The judges in this category examine cases where an instrumented effort has been made to create an PM department, which would assume a strategic role within the organization and play a vital role in gaining competitive advantage in terms of human resources.
In the new business environment, companies that wish to stay at the top have to start looking at more "soft" aspects of work, such as quality of life and balance between work and personal life of employees.
Judges will be looking at evidence that PM has taken a proactive approach to improving employees' quality of life while balancing the business needs of the organization. Focus will be given to the implementation of specific quality of life programs that aim at increasing employee satisfaction and ultimately business performance.
The judges in this category will be interested in the role played by PM in the successful execution of Community Involvement activities.
One of the key areas on which the judges will be focusing are PM initiatives that manage to become an integral part of the organization’s culture and are promoted both within and outside the company.
The judges will also be looking for evidence that organizations have evaluated the benefits of such initiatives to themselves, to their employees, and to their partner organizations.