Measuring human resources performance and linking it to organizational performance is key to business success. Setting organizational KPIs and cascading them down ensures employees work towards organizational goals. Integrating organizational performance goals with pay and rewards further aligns human capital management with business performance. Recommendations include adopting a strategic HR approach focusing on best practices to boost profits, and relating HR strategies to organizational culture and performance for competitive advantage.

1. Linking Human Capital Management to Business Performance
‫اﻟﺷرﻛﺎت‬ ‫وأداء‬ ‫اﻟﺑﺷرﯾﺔ‬ ‫اﻟﻣوارد‬ ‫أداء‬ ‫ﺑﯾن‬ ‫اﻟﻌﻼﻗﺔ‬/‫اﻟﻣؤﺳﺳﺎت‬
Ergham Al Bachir ‫إرﻏﺎم‬‫اﻟﺑﺷﯾر‬
Waha Capital ‫ﻛﺎﺑﯾﺗﺎل‬ ‫اﻟواﺣﺔ‬
30 April 2014

2. Highlights
• Measuring human resources performance and output
impact on the business performance and efficiency
• Setting organisational KPIs and cascading them
down to divisional and individual levels
• Pay-for-performance: integrating organisational
performance goals with the pay and reward
mechanism
‫ﻧﺑذة‬
•‫وﻛﻔﺎءة‬ ‫اﻷﻋﻣﺎل‬ ‫أداء‬ ‫ﻋﻠﻰ‬ ‫اﻟﻣﺧرﺟﺎت‬ ‫وﺗﺄﺛﯾر‬ ‫اﻟﺑﺷرﯾﺔ‬ ‫اﻟﻣوارد‬ ‫أداء‬ ‫ﻗﯾﺎس‬
‫اﻟﻣؤﺳﺳﺎت‬
•‫ورﺑطﮭﺎ‬ ‫ﻟﻠﺷرﻛﺎت‬ ‫واﻟﺗﻧظﯾﻣﯾﺔ‬ ‫اﻟرﺋﯾﺳﯾﺔ‬ ‫اﻷداء‬ ‫ﻣؤﺷرات‬ ‫وﺗطﺑﯾق‬ ‫ﺗﺣدﯾد‬
‫اﻷﻓراد‬ ‫ﻋﻣل‬ ‫ﺑﺄھداف‬
•‫اﻟﺷرﻛﺎت‬ ‫ﺑﺄداء‬ ‫واﻟﻣﻛﺎﻓﺎءات‬ ‫اﻷﺟور‬ ‫ﻧظﺎم‬ ‫رﺑط‬

3. Ken Blanchard Companies. 2011 Corporate Issues. 2011 Corporate Issues Survey. MK0727. 030711
Creating an Engaged
Workforce
Developing Potential
Leaders
Performance
Management
Aligning Culture with
Strategy
Selecting and
Recruiting Key Talent
Succession Planning
Employee Flexibility /
Responsiveness
Understanding
Generational
Influences
2009 57% 50% 0% 33% 39% 26% 25% 12%
2010 50% 41% 48% 36% 45% 33% 27% 8%
2011 46% 44% 43% 41% 37% 35% 24% 9%
0%
10%
20%
30%
40%
50%
60%
Key Corporate Challenges
2009 - 2011
‫اﻻﺳﺎﺳﯾﺔ‬ ‫اﻟﺗﺣدﯾﺎت‬
2009 – 2011

4. Ken Blanchard Companies. 2011 Corporate Issues. 2011 Corporate Issues Survey. MK0727. 030711
Performance Management Aligning Culture with Strategy Selecting and Recruiting Key Talent Succession Planning
2009 0% 33% 39% 26%
2010 48% 36% 45% 33%
2011 43% 41% 37% 35%
0%
10%
20%
30%
40%
50%
60%
‫اﻻﺳﺎﺳﯾﺔ‬ ‫اﻟﺗﺣدﯾﺎت‬
2009 – 2011

5. What is organizational performance?
• People and productivity
How is organizational performance measured?
• People
• Productivity
• Efficiency
• Effectiveness
‫اﻟﻣؤﺳﺳﻲ‬ ‫اﻷداء‬ ‫ﺗﻌرﯾف‬
•‫اﻷﻓراد‬‫واﻹﻧﺗﺎﺟﯾﺔ‬
‫اﻟﻣؤﺳﺳﻲ‬ ‫اﻷداء‬ ‫ﺗﻘﯾﯾم‬ ‫ﻛﯾﻔﯾﺔ‬
•‫اﻷﻓراد‬ ‫أداء‬ ‫ﺗﻘﯾﯾم‬
•‫اﻷﻓراد‬ ‫ﻛﻔﺎءة‬ ‫ﺗﻘﯾﯾم‬
•‫ﺗﻘﯾﯾم‬‫اﻹﻧﺗﺎﺟﯾﺔ‬
•‫اﻟﻣؤﺳﺳﯾﺔ‬ ‫أاﻷﺟﮭزة‬ ‫ﻓﻌﺎﻟﯾﺔ‬ ‫ﺗﻘﯾﯾم‬

6. Input
• Environment
• Organization
• The Team
• Individual Inputs
Process
• Strategy
• Team Dynamics
• Technical Skills
• Efforts
Output
• Outcome acceptable to shareholders
• Future capabilities of the team
• Individual satisfaction
‫اﻟﻣﻌطﯾﺎت‬
•‫اﻟﻌﺎﻣﺔ‬ ‫اﻟﺑﯾﺋﺔ‬
•‫اﻟﻣؤﺳﺳﺎت‬/‫اﻟﺷرﻛﺎت‬
•‫اﻟﻌﻣل‬ ‫ﻓرﯾق‬
•‫اﻟﻔرد‬ ‫أداء‬
‫اﻟﻌﻣﻠﯾﺎت‬
•‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
•‫اﻟﻔرﯾق‬ ‫دﯾﻧﺎﻣﯾﻛﯾﺔ‬
•‫اﻟﻣﮭﻧﯾﺔ‬ ‫اﻟﻛﻔﺎءة‬
•‫اﻟﻣﺟﮭود‬
‫اﻟﻧﺗﺎﺋﺞ‬
•‫ﻟﻠﻣﺳﺎھﻣﯾن‬ ‫واﻟﺗﻧﻣوي‬ ‫اﻟﻣﺎدي‬ ‫اﻟﻌﺎﺋد‬
•‫اﻟﻌﻣل‬ ‫ﻓرﯾق‬ ‫وﻛﻔﺎءة‬ ‫ﻗدرة‬
•‫اﻟﻔرد‬ ‫ﻋن‬ ‫اﻟرﺿﺎ‬ ‫ﻣﺳﺗوى‬

7. Organization Strategy
HR Strategy
HRPlanning
Organization Culture
Job Analysis
Job Design
Reward
Planning
Career
Planning
HRPractices
Assessment
Sourcing &
Recruitment
Individual
Performance
Appraisal
Training and
Development
Organizational
Performance
Quality of
organizational
climate
Financial
Performance
Employees’
retention and
satisfaction
Reference – EB Dissertation
‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
‫اﺳﺗراﺗﯾﺟﯾﺔ‬
‫اﻟﺑﺷرﯾﺔ‬ ‫اﻟﻣوارد‬
‫اﻟﺑﺷرﯾﺔ‬‫اﻟﻣوارد‬‫ﺗﺧطﯾط‬
‫اﻟﺑﺷرﯾﺔ‬‫اﻟﻣوارد‬‫اﻟﻣﺗﺑﻌﺔ‬‫اﻟﻣﻣﺎرﺳﺎت‬
‫ﺗﺣﻠﯾل‬
‫وﺗﺧطﯾط‬
‫اﻟوظﺎﺋف‬
‫ﺗﺧطﯾط‬
‫اﻟﻣﻛﺎﻓﺂت‬
‫اﻟﺗﺧطﯾط‬
‫اﻟوظﯾﻔﻲ‬
‫اﻟﺗدرﯾب‬
‫واﻟﺗطوﯾر‬
‫أداء‬ ‫ﺗﻘﯾﯾم‬
‫اﻷﻓراد‬
‫اﻟﺑﺣث‬
‫اﻟﺗﻘﯾﯾم‬
‫واﻟﺗوظﯾف‬
‫اﻻداء‬
‫اﻟﻣؤﺳﺳﻲ‬
‫اﻟﻣﺎدي‬ ‫اﻟﻌﺎﺋد‬
‫وﻛﻔﺎءة‬ ‫ﻗدرة‬
‫اﻟﻣؤﺳﺳﺔ‬
‫اﻟرﺿﻰ‬ ‫ﻣﺳﺗوى‬
‫اﻷﻓراد‬
‫اﻟﺑﯾﺋﺔ‬

8. Recommendation
• According to the economic theory, the strategic HR
universal approach focuses on performance gains
associated with ‘best practices’. The returns from
investment in ’best practices’ aims towards profitability but
does not necessarily create a competitive advantage.
• The contingency (Reactive) approach of the human
resources management relates the contextual variables
of strategy and culture with the organizational
performance as well as some indirect links between the
human resource management and the organizational
performance.
• The configurationally approach was designed to define the
relationship between the human resource management
practices to attract and retain the skilled resources, and
the collaboration between professionals to disseminate
knowledge and learning at the work place.
‫اﻹﻗﺗراﺣﺎت‬
•‫وﻓﻘﺎ‬‫ﻟﻠﻧظرﯾﺔ‬،‫اﻻﻗﺗﺻﺎدﯾﺔ‬‫ﯾرﻛز‬‫ﻣﻧﮭﺞ‬‫ﻟﻠﻣوارد‬‫اﻟﺑﺷرﯾﺔ‬‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫ﻋﻠﻰ‬‫ﻣﻛﺎﺳب‬‫اﻷداء‬‫اﻟﻣرﺗﺑطﺔ‬'‫أﻓﺿل‬‫اﻟﻣﻣﺎرﺳﺎت‬'.‫إن‬‫اﻟﻌواﺋد‬‫ﻣن‬
‫اﻻﺳﺗﺛﻣﺎر‬‫ﻓﻲ‬'‫أﻓﺿل‬‫اﻟﻣﻣﺎرﺳﺎت‬'‫ﯾﺳﺎﻋد‬‫ﻋﻠﻰ‬‫ﺗﺣﻘﯾق‬‫اﻟرﺑﺣﯾﺔ‬‫و‬‫ﺗﺣﻘﯾق‬
‫ﻋﻠﻰ‬‫ﻣر‬‫اﻟزﻣن‬.‫وﻟﻛن‬‫ﻻ‬‫ﯾﺣﻘق‬‫ﺑﺎﻟﺿرورة‬‫ﻣﯾزة‬‫ﺗﻧﺎﻓﺳﯾﺔ‬
•‫اﺗﺑﺎع‬‫ﻣﻧﮭﺞ‬‫اﻟطوارئ‬‫ﻓﻲ‬‫إدارة‬‫اﻟﻣوارد‬‫اﻟﺑﺷرﯾﺔ‬‫ﯾرﺗﺑط‬‫ﺑﺎﻟﻣﺗﻐﯾرات‬
‫اﻟﺳﯾﺎﻗﯾﺔ‬‫ﻟﻼﺳﺗراﺗﯾﺟﯾﺔ‬‫واﻟﺛﻘﺎﻓﺔ‬‫وﺗﺄﺛﯾرھﺎ‬‫ﻋﻠﻰ‬‫اﻷداء‬‫اﻟﺗﻧظﯾﻣﻲ‬‫وﻛذﻟك‬
‫ﺑﻌض‬‫اﻟرواﺑط‬‫ﻏﯾر‬‫اﻟﻣﺑﺎﺷرة‬‫ﺑﯾن‬‫إدارة‬‫اﻟﻣوارد‬‫اﻟﺑﺷرﯾﺔ‬‫واﻷداء‬
‫اﻟﺗﻧظﯾﻣﻲ‬
•‫ﺗم‬‫ﺗﺻﻣﯾم‬‫ﻧﮭﺞ‬‫اﻟﺗﻧﺳﯾق‬‫ﻟﺗﺣدﯾد‬‫اﻟﻌﻼﻗﺔ‬‫ﺑﯾن‬‫ﻣﻣﺎرﺳﺎت‬‫إدارة‬‫اﻟﻣوارد‬
‫اﻟﺑﺷرﯾﺔ‬‫ﻻﺟﺗذاب‬‫واﺳﺗﺑﻘﺎء‬،‫اﻟﻛﻔﺎءات‬‫واﻟﺗﻌﺎون‬‫ﺑﯾن‬‫اﻟﻛﻔﺎءات‬‫ﻟﻧﺷر‬
‫اﻟﻣﻌرﻓﺔ‬‫واﻻﺳﺗﻔﺎدة‬‫ﻣن‬‫اﻟﺧﺑرات‬‫ﻓﻲ‬‫ﻣﻛﺎن‬‫اﻟﻌﻣل‬.‫ﺗﺷﯾر‬‫ﺑﻌض‬‫ﻧﺗﺎﺋﺞ‬‫ھذا‬
‫اﻟﻧﻣوذج‬‫ﻓﻲ‬‫إدارة‬‫اﻟﻣوارد‬‫اﻟﺑﺷرﯾﺔ‬‫ﯾؤﺛر‬‫ﻋﻠﻰ‬‫اﻷداء‬‫اﻟﺗﻧظﯾﻣﻲ‬‫ﻓﻘط‬‫ﻋﻧدﻣﺎ‬
‫ﯾﺗم‬‫دﻣﺟﮭﻣﺎ‬‫ﻣﻊ‬‫ﻣﻣﺎرﺳﺎت‬‫أﺧرى‬.