Process Mapping: Adding Value To Human Resource Management

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: drilled in PM in the recruitment initiatives undertaken in the middle and senior management levels. “Our PM initiatives made us realise that in recruitment as a lifecycle there were certain distances that needed to be bridged,” says Dr. Misra.

Accordingly, the company identified the weaknesses that led to creation of such gaps. There was a certain time system that were introduced within which the company had to drive the action and stem the identified gaps. Further the company also instituted a strategic counselling plan to instill a culture of ownership amongst key process drivers who would be instrumental in triggering the efficiency in recruitment systems. Adds Dr.Misra: “Process Mapping for us has been to leverage quality in every domain of HR. The investment into PM is to enable the organisation to reap the returns in the long term”.

The need for rigour
Consultants opine that the major challenge for PM is the fact that there is a strong need for rigour. Says Mr.Jacob:” There needs to be a strong measure of rigour to lend a robustness to the techniques”.

The other challenge in implementing PM according to the consultants being that of obtaining a complete commitment from the front-end managers. This is because, the need to realign systems calls for internalising the drive to confront newer imperatives.

With HR being too process-driven, consultants believe that mapping these processes in itself can become a majora ctivity. Says Ms. Sadhna Raj-an, Leadership Inc: “PM itself can become a process thereby negating the positive impact that it intends to create”.

Moreover, according to Ms. Rajan, there may be circumstances where it would be tough to prioritise between the core and the non-core processes.