Visualizing Key HR Processes within Flowcharts

“Human Resources isn’t a thing we do. It’s the thing that runs our business.” – Steve Wynn

The human resources process comprises a critical function in the modern organization; this assertion finds attestation in surveys that indicate business executives and HR professionals alike hold the view: measuring the impact of human resources processes remains critical to the success of modern organizations. We could thus infer that visualizing key HR processes represents an important aspect of effective functioning in an organization.

Visualization allows businesses and enterprises to ideate on multiple themes relevant to human resources; visualization also empowers thinkers and strategists to re-invent legacy processes and boost effective operations in many layers of the organization. In addition, such activity can assist businesses develop key confluences between HR processes and the structures and strategic objectives that animate organizations. Therefore, it would be beneficial to consider the use of flowcharts to ideate on (and design) methods that drive the techniques of visualizing key HR processes.

  • Boosting the Strategic Choice

The idea of visualizing key HR processes is important, because human resources professionals must make informed, strategic choices that converge with the development/growth of the organization. For instance, HR departments can invest heavily in skilling employees to participate effectively in multiple projects. This stance, and its underlying rationale, could find delineation within the structures of flow-based diagrams. Such delineation imparts greater transparency to acts of constructing HR processes, and also empowers multiple lines of visualization to emerge in two-dimensional spaces. Further, visualization could include an effective rendering of the benefits that flow from employee skilling initiatives – thereby impressing the importance of such actions on senior management personnel. As part of visualization, separate segments of diagram could portray quantification of the benefits that stem from above initiative.

  • Building Workforce Demographics

Workforce demographics – these are crucial to planning the long-term expansion/growth of organizations – and comprise an important strategic aspect when we set about visualizing key HR processes. Demographics are number-intensive, and hence, planners could implement bar graphs to convey granular information within the spaces of flowcharts. This stance allows a direct, unambiguous rendering of workforce demographics as an aid to driving long-term development. Multiple sets of bar graphs could emerge within flowcharts to portray complex information – thereby projecting an interesting visual image that lends heft to the project of visualizing key HR processes. In addition, designers may include range of colors and textures in the depiction of bar graphs; this serves to boost clarity in transmission of information to various stakeholders.

  • The Matter of Candidate Experience

Architecting a competent experience for human candidates can assist organizations retain human talent, and reward employee performance. In this context, visualizing key HR processes can take the shape of flowing designs interspersed with a range of measures that uplift the workplace experiences of candidates and employees. These measures could include sets of printed documents, digital links to information, a tour of an organization’s physical infrastructure, an introduction to senior leadership teams, and participation in group activities. Further, acts of visualizing key HR processes within flowcharts may include the emergence of integration initiatives designed to acquaint candidates and new employees with the prevailing culture of an organization. Multiple editions of connected diagram would help to architect such ideas into effective experiences.

  • Perspective on Dashboards

Dashboards can assist HR professionals to “visualize progress toward quarterly or monthly targets” in, for instance, hiring qualified women candidates. The composition of such dashboards, when undertaken as data visualization initiatives, “helps convey overall gender data and the break out by job role, by country, and in management.” Such dashboards would be part of the project of visualizing key HR processes, as also initiatives that seek to diversify gender participation in the workforce. Hence, the development of pie charts, bar graphs, and columns of numbers could be central to such dashboards designed inside flowcharts. In addition, such dashboards can empower HR professionals to improve the quality of the workforce, and ensure balanced distribution of men and women across various functions of a modern organization.

  • Building the HR Analytics Dashboard

Further to the above, the idea to develop HR analytics dashboard as part of the project of visualizing key HR processes, is possible. The components could include elements such as employee productivity, HR effectiveness, the return on investment in training programs, promotions of employees, internal mobility of the workforce, and employee satisfaction rates, among others. Such dashboards would thus be a representation of upgrades effected in HR processes, as part of organizational method to drive progress, and as a technical initiative that raises the functioning of human resources departments. In addition, HR analytics dashboard – and variations engineered into such devices – may prove critical to the success of an organization at multiple levels and over extended timeframes, and improve stakeholders’ perception of an organization.

  • Assessing Employee Performance

Evaluation of employee performances – and subsequent methods of implementing corrective actions – may comprise an effective arena of visualizing key HR processes. Further, it would help to design an expansive model of connected diagram that details various metrics underlying evaluation of employee performances. A suite of corrective actions designed to elevate the quality of employee performance may find representation in separate editions of diagram, thereby completing a stalwart venture into diagram-driven visualization. Additionally, such flowcharts may feature inputs drawn from senior management teams, the experiences of veteran HR professionals, and intelligent articulation of relevant theories prevailing in modern management thought. Structures of connected diagram may also bring forth sub-layers that provide impetus to employee evaluation processes and systems.

  • Improving A Specific Metric

Observers in HR define time to productivity as “the time it takes for new hires to become acclimated at the workplace and start working at full productivity.” This metric can be examined in detail to etch the components thereof within the spaces of flow-based diagrams. This instance of visualizing key HR processes implies an examination of ancillary systems that operate in the vicinity of mainstream processes. For example, HR specialists may boost onboarding and training methods to reduce time to productivity. They may also put together new hand-holding techniques that enable new hires to hit the proverbial ground running. Each aspect of such technique may find representation within flow-based diagrams and subsequently, intelligent revisions may be incorporated to improve the structure and performance of techniques. The two-dimensional constructs also empower specialists to ideate on variant lines in a bid to improve the metric described herein.

  • To Conclude

Readers could examine these ideas and explorations to design custom ventures into visualizing key HR processes. Individual HR professionals could invest in designing new editions and versions of diagram as part of visualization initiatives designed to incorporate multiple factors, lines of ideation, conjectures, and extrapolations. These would be effective modes of exploration that could widen the remit of existing HR systems and processes. New versions of diagram could potentially empower specialists to innovate – and unearth fresh connections and modes of interaction between elements that populate, and interact within flow-based diagrams. In addition, the custom venture, when executed within flowcharts, may invite an element of stakeholder scrutiny that elevates the quality of visualization methods. Further, creative visualization may help improve the quality of human resources departments and the campaigns designed by professionals.

Create interactive decision trees for customer service management, cold call scripts or self-service. Improve sales performance metrics and customer delight across your call centers.

Interactive Decision Tree