What We Do

Our services cover the full spectrum of HR management. In designing our solutions we combine the dynamics of the present with the wisdom of the past. Aligned with your business strategy, our products aim to strengthen your business at its core through a careful selection, matching, development and management of teams and talents of which they consist.

HR Audit

HR audit is destined to identify strengths and gaps in HR processes of a company and to develop measures to improve them and align with the company’s strategy to make it more effective. We take an intensely objective look at the company’s practices, processes, strategies and HR policies and benchmark them with the best existing examples. Our aim is to identify issues even before they become visible and to develop measure to avoid them. As a result you will have the information necessary to decide which areas need to be improved and how.
HR areas that we audit are:

  • Hiring and integration
  • Compensation and benefits
  • Performance assessment
  • Job instructions (their compliance with the ever-changing rules plus integration of assessment criteria)
  • Career development
  • Exit processes

We usually do it in two steps:

  • Evaluation of the company’s HR procedures and policies
  • Review of current HR indicators

An audit help the company understand whether its HR processes are aligned with the company’s strategy and goals. It also helps quantify the HR results and see the necessary changes.

  • Develop the audit questionnaire
  • Collect the data
  • Benchmark the findings
  • Determine the scope and type of audit (it can be a compliance audit, best practices, strategic or function-specific)
  • Provide feedback about the results
  • Create action plans
  • Foster a climate of continuous improvement

HR-Metrics

HR strategy is directly correlated with the global strategy of the company. The assessment tool of its efficiency will be a system of HR-metrics.

The analysis of results of any department is necessary for having a global vision of the company’s efficiency and for consequent managerial decisions.

The most frequent and used metrics are those that evaluate the processes of recruitment and retention of staff, training and assessment of the employees, career development, motivation etc.

For top-managers they are transformed into strategic macro metrics that assess the rentability of the investments into the staff and the visible correlation with the other business-indicators (ROI).

Ways to implement HR-analytics in a company:

  • Real HR indicators that will help to make a comparative analysis with the competitors. As a consequence, it is a measure to understand whether the situation is “normal” or needs a change.
  • Budget Planning. You will get a clear understanding of the HR-budget needs, be able to plan staff training expenses, define the KPI, identify indicators that are out of scope and correlate them.

Steps in which we do it:

  • Definition of the most important goals of the HR strategy and identification of HR-metrics that correspond to the attainment of those goals
  • Agreement with the management on how often the results will be measured (focused on the three main dimensions: time, price and quality)
  • Integration of the metrics into the company’s HR processes and documents such as Succession Planning, assessment, Job Descriptions etc.

Organizational Culture

The key to a successful organization is to have a culture based on a strongly held and widely shared set of beliefs that are supported by strategy and structure. When an organization has a strong culture, three things happen: Employees know how top management wants them to respond to any situation, employees believe that the expected response is the proper one, and employees know that they will be rewarded for demonstrating the organization’s values.

Organizational culture is:
* How organizations do things
* The values and behaviors that contribute to the unique social and psychological environment of an organization
* Definition of a jointly shared description of an organization from within
* The sum of values and rituals which serve as “glue” to integrate the members of the organization
* A system of shared assumptions, values, and beliefs, which governs how people behave in organizations
* Civilization in the workplace
* Refers to the philosophies, attitudes, beliefs, behaviors and practices that define an organization
* The organization’s immune system
* It over simplifies the situation in large organizations to assume there is only one culture … and it’s risky for new leaders to ignore the sub-cultures

Usually it is based on the values and vision of the founders and evolves with the company. To help you shape it, we will review your existing HR practices and policies and see how they correlate with your company’s values, mission and global vision. We will have a closer look at your hiring practices, on boarding programs, reward and recognition programs, performance management programs, and also will check your metrics or develop them, if needed.

HR Strategy

As a company approaches to the end of the fiscal year, it begins to review its strategic plans. Our role here is to ensure that your HR strategy supports your business plans.
We do it in the following steps:

  • Review of the company’s long-term goals. Strategic HR management approach provides a framework to support your company’s long-term goals
  • Review of the company’s staff. A company means people, and in achieving your goals you need to be properly staffed. Our approach here will include designing a recruitment plan externally and internally
  • Review of the company’s current staff structure. Is it properly designed to help your company achieve its goals? Does your human capital have the skills, experience and knowledge the company needs?
  • Review of the company’s culture. How is it aligned with the company’s goals? Does it support the company’s growth and/or transformation
  • Definition of the HR strategy. Having collected all the necessary data we will design your HR strategy that will become a bridge from your current situation to the one you decided to be.

HR strategy includes a schedule for implementation through projects and/or other actions. A number of analytical techniques are also used, such as VRIO analysis, SWOT analysis, 4 C’s Framework, Porter’s 5 Forces and others.

Succession Planning and Career Development Plan

Succession Planning is a strategy for identifying and development of future leaders in your company, at all levels. They are usually created to make sure that the business is properly prepared for the inevitable changes and transformations by identifying and training high-potential employees for advancement into key roles.

In it’s core Succession Planning is based on two components: Career Development Plan and the company’s HR-strategy.
In addition, it incorporates such elements as training, coaching and similar elements required to acquire necessary skills and experience for the planned role.

Career Development Plan is a detailed set of successive individual goals, integrated into company’s global goals, that bring the employees from their current positions to those where they want to be. This tool, often saturated with quantified data, is usually used not only for employee’s professional development but also for the company’s HR planning. Often based on a profound self-reflexion, it also gives a feedback from colleagues and bosses.

It is based on the SWOT-analysis and aligned with your company’s HR-strategy.

We design it in following steps:

  • Review of your company’s HR-strategy (staff planning and needs)
  • Review of your company’s Job Descriptions and requirements
  • Analysis of the company’s existing staff and of the recent assessment results
  • Work on individual Career Plans with the employees
  • Work on the created Career Plans with the managers
  • Identifying required training and coaching for the employees and creation of the training/education plan
  • Presentation of the results and development of implementation plan

Performance Management System

Any company needs a system that facilitates the attainment of corporate goals. The fundamental aim of performance management is to improve the employee effectiveness and therefore the effectiveness of the company. It is a continuous process where managers and employees together create a plan with criteria of regular assessment of the performed tasks. Such system not only becomes a useful tool in attaining corporate goals but also becomes a part of career development plan.

The most important components of Performance Management systems are:

  • Goals and objectives with criteria of attainment
  • Lists of accomplishments
  • Individual development plans
  • Supervisor ratings
  • 360-degree feedback

The system is based on documents such as Job Descriptions and requirements, department and/or position goals, Career Development plan. Once established, the system evolves with the company and is always aligned with the company strategy and objectives.

Before embarking on designing the Performance Management System we make sure that your company has in place HR management essential practices to support this process.Such practices are:

  • Job descriptions that include the   performance evaluation criteria
  •  Effective supervision and feedback
  •  Dynamic and comprehensive   employee training and coaching
  •  Positive and supportive work   environment

The establishment of Performance Management system requires full support and active participation of the company’s management as well as assigning an HR to be responsible for the implementation and support of the system.

Job Evaluations

Job evaluation is the process of comparing a job against other jobs within the organization to determine the appropriate pay rate.

The purpose is to establish a logical hierarchy of jobs with a fair and equitable pay structure attached, that is rewarding each employee in relation to the position he or she holds based on the job content.

What will you get from it:

  • A means of ensuring that every individual in the company is adequately and equitably rewarded, relative to others, for the work they do
  • Make sure that your personal bias is removed in assessing job worth
  • A hierarchy of jobs the can be used in an organisational structure and career planning
  • Improve your manpower planning and organisation of work
  • Improve the utilisation of your human capital
  • A basis of a fair remuneration structure
  • A logical hierarchy to which benefits can be attached
  • An objective system that can be negotiated with employees

One key driver is the need to re-establish discipline within compensation programs, and to better align pay with value creation – particularly at executive levels.

Evaluating jobs not only provides consistent work value measurement, it also gives organisations a common framework and language to design jobs, define career progressions, analyse organisation structures, and more strategically manage human capital.

<Talent Acquisition

We acknowledge that people can play a huge role in your company’s future success. Unlike simply filling seats, talent acquisition is an ongoing process that tends to identify and vet appropriate candidates for executive-level positions, leadership roles, and jobs that require specialised training. 

As your HR business-partner, we source talents that respond to your company’s long-term goals and strategies. 

The holistic, ongoing process of Talent Acquisition involves three steps: Recruit, Select and Onboard. We accompany you in all the three. The goal of Strategic Talent Acquisition goes beyond filling positions, it is a strategic approach to attracting, sourcing, recruiting, assessing and on boarding the best talent to meet business objectives.

 

HR Audit

HR audit is destined to identify strengths and gaps in HR processes of a company and to develop measures to improve them and align with the company’s strategy to make it more effective. We take an intensely objective look at the company’s practices, processes, strategies and HR policies and benchmark them with the best existing examples. Our aim is to identify issues even before they become visible and to develop measure to avoid them. As a result you will have the information necessary to decide which areas need to be improved and how.
HR areas that we audit are:

  • Hiring and integration
  • Compensation and benefits
  • Performance assessment
  • Job instructions (their compliance with the ever-changing rules plus integration of assessment criteria)
  • Career development
  • Exit processes

We usually do it in two steps:

  • Evaluation of the company’s HR procedures and policies
  • Review of current HR indicators

An audit help the company understand whether its HR processes are aligned with the company’s strategy and goals. It also helps quantify the HR results and see the necessary changes.

  • Develop the audit questionnaire
  • Collect the data
  • Benchmark the findings
  • Determine the scope and type of audit (it can be a compliance audit, best practices, strategic or function-specific)
  • Provide feedback about the results
  • Create action plans
  • Foster a climate of continuous improvement

HR-Metrics

HR strategy is directly correlated with the global strategy of the company. The assessment tool of its efficiency will be a system of HR-metrics.

The analysis of results of any department is necessary for having a global vision of the company’s efficiency and for consequent managerial decisions.

The most frequent and used metrics are those that evaluate the processes of recruitment and retention of staff, training and assessment of the employees, career development, motivation etc.

For top-managers they are transformed into strategic macro metrics that assess the rentability of the investments into the staff and the visible correlation with the other business-indicators (ROI).

Ways to implement HR-analytics in a company:

  • Real HR indicators that will help to make a comparative analysis with the competitors. As a consequence, it is a measure to understand whether the situation is “normal” or needs a change.
  • Budget Planning. You will get a clear understanding of the HR-budget needs, be able to plan staff training expenses, define the KPI, identify indicators that are out of scope and correlate them.

Steps in which we do it:

  • Definition of the most important goals of the HR strategy and identification of HR-metrics that correspond to the attainment of those goals
  • Agreement with the management on how often the results will be measured (focused on the three main dimensions: time, price and quality)
  • Integration of the metrics into the company’s HR processes and documents such as Succession Planning, assessment, Job Descriptions etc.

Organizational Culture

The key to a successful organization is to have a culture based on a strongly held and widely shared set of beliefs that are supported by strategy and structure. When an organization has a strong culture, three things happen: Employees know how top management wants them to respond to any situation, employees believe that the expected response is the proper one, and employees know that they will be rewarded for demonstrating the organization’s values.

Organizational culture is:
* How organizations do things
* The values and behaviors that contribute to the unique social and psychological environment of an organization
* Definition of a jointly shared description of an organization from within
* The sum of values and rituals which serve as “glue” to integrate the members of the organization
* A system of shared assumptions, values, and beliefs, which governs how people behave in organizations
* Civilization in the workplace
* Refers to the philosophies, attitudes, beliefs, behaviors and practices that define an organization
* The organization’s immune system
* It over simplifies the situation in large organizations to assume there is only one culture … and it’s risky for new leaders to ignore the sub-cultures

Usually it is based on the values and vision of the founders and evolves with the company. To help you shape it, we will review your existing HR practices and policies and see how they correlate with your company’s values, mission and global vision. We will have a closer look at your hiring practices, on boarding programs, reward and recognition programs, performance management programs, and also will check your metrics or develop them, if needed.

HR Strategy

As a company approaches to the end of the fiscal year, it begins to review its strategic plans. Our role here is to ensure that your HR strategy supports your business plans.
We do it in the following steps:

  • Review of the company’s long-term goals. Strategic HR management approach provides a framework to support your company’s long-term goals
  • Review of the company’s staff. A company means people, and in achieving your goals you need to be properly staffed. Our approach here will include designing a recruitment plan externally and internally
  • Review of the company’s current staff structure. Is it properly designed to help your company achieve its goals? Does your human capital have the skills, experience and knowledge the company needs?
  • Review of the company’s culture. How is it aligned with the company’s goals? Does it support the company’s growth and/or transformation
  • Definition of the HR strategy. Having collected all the necessary data we will design your HR strategy that will become a bridge from your current situation to the one you decided to be.

HR strategy includes a schedule for implementation through projects and/or other actions. A number of analytical techniques are also used, such as VRIO analysis, SWOT analysis, 4 C’s Framework, Porter’s 5 Forces and others.

Succession Planning and Career Development Plan

Succession Planning is a strategy for identifying and development of future leaders in your company, at all levels. They are usually created to make sure that the business is properly prepared for the inevitable changes and transformations by identifying and training high-potential employees for advancement into key roles.

In it’s core Succession Planning is based on two components: Career Development Plan and the company’s HR-strategy.
In addition, it incorporates such elements as training, coaching and similar elements required to acquire necessary skills and experience for the planned role.

Career Development Plan is a detailed set of successive individual goals, integrated into company’s global goals, that bring the employees from their current positions to those where they want to be. This tool, often saturated with quantified data, is usually used not only for employee’s professional development but also for the company’s HR planning. Often based on a profound self-reflexion, it also gives a feedback from colleagues and bosses.

It is based on the SWOT-analysis and aligned with your company’s HR-strategy.

We design it in following steps:

  • Review of your company’s HR-strategy (staff planning and needs)
  • Review of your company’s Job Descriptions and requirements
  • Analysis of the company’s existing staff and of the recent assessment results
  • Work on individual Career Plans with the employees
  • Work on the created Career Plans with the managers
  • Identifying required training and coaching for the employees and creation of the training/education plan
  • Presentation of the results and development of implementation plan

Performance Management System

Any company needs a system that facilitates the attainment of corporate goals. The fundamental aim of performance management is to improve the employee effectiveness and therefore the effectiveness of the company. It is a continuous process where managers and employees together create a plan with criteria of regular assessment of the performed tasks. Such system not only becomes a useful tool in attaining corporate goals but also becomes a part of career development plan.

The most important components of Performance Management systems are:

  • Goals and objectives with criteria of attainment
  • Lists of accomplishments
  • Individual development plans
  • Supervisor ratings
  • 360-degree feedback

The system is based on documents such as Job Descriptions and requirements, department and/or position goals, Career Development plan. Once established, the system evolves with the company and is always aligned with the company strategy and objectives.

Before embarking on designing the Performance Management System we make sure that your company has in place HR management essential practices to support this process.Such practices are:

  • Job descriptions that include the   performance evaluation criteria
  •  Effective supervision and feedback
  •  Dynamic and comprehensive   employee training and coaching
  •  Positive and supportive work   environment

The establishment of Performance Management system requires full support and active participation of the company’s management as well as assigning an HR to be responsible for the implementation and support of the system.

Job Evaluations

Job evaluation is the process of comparing a job against other jobs within the organization to determine the appropriate pay rate.

The purpose is to establish a logical hierarchy of jobs with a fair and equitable pay structure attached, that is rewarding each employee in relation to the position he or she holds based on the job content.

What will you get from it:

  • A means of ensuring that every individual in the company is adequately and equitably rewarded, relative to others, for the work they do
  • Make sure that your personal bias is removed in assessing job worth
  • A hierarchy of jobs the can be used in an organisational structure and career planning
  • Improve your manpower planning and organisation of work
  • Improve the utilisation of your human capital
  • A basis of a fair remuneration structure
  • A logical hierarchy to which benefits can be attached
  • An objective system that can be negotiated with employees

One key driver is the need to re-establish discipline within compensation programs, and to better align pay with value creation – particularly at executive levels.

Evaluating jobs not only provides consistent work value measurement, it also gives organisations a common framework and language to design jobs, define career progressions, analyse organisation structures, and more strategically manage human capital.

Talent Acquisition

We acknowledge that people can play a huge role in your company’s future success. Unlike simply filling seats, talent acquisition is an ongoing process that tends to identify and vet appropriate candidates for executive-level positions, leadership roles, and jobs that require specialised training. 

As your HR business-partner, we source talents that respond to your company’s long-term goals and strategies. 

The holistic, ongoing process of Talent Acquisition involves three steps: Recruit, Select and Onboard. We accompany you in all the three. The goal of Strategic Talent Acquisition goes beyond filling positions, it is a strategic approach to attracting, sourcing, recruiting, assessing and on boarding the best talent to meet business objectives.

 

Contact Us

Contact Form

66 avenue des Champs-Elysées 75008 Paris France

 

+33 1 47 23 85 58

 

info@arjinhrms.com