Prioritizing Improvable Human Capital Processes in Esfahan Oil Refinery Company Based on PCF and by IPA approach

Development and management of human capital is an important task because it affects the performance of organization and hence the process improvements. However, it is necessary to deploy performance evaluation to prioritize improvable processes due to limited human resource, time and equipments. The objective of this research is to evaluate performance of the developed and managed human capital based upon the predetermined key performance indicators of American Productivity and Quality Center (APQC) and to prioritize processes by Importance-Performance Analysis (IPA) approach. As a case study, Esfahan Oil Refining Company (EORC) has been studied. In order to analyze hypotheses, the state of human resource has been determined through data extracting among the best practice industries, and hence the strengths and weaknesses of the EORC have been identified. Finally, fuzzy numbers have been assigned to the Key Performance Indicators (KPIs) and then the processes have been measured using the average value of its related KPIs. Consequently, the importance of the developed and managed human capital processes could be determined using the five points Likert spectrum. The reliability of the questionnaire has been determined by the Cronbach's Alpha of higher than 0.7, which is satisfactory. Findings imply that 10 out of 35 HCM processes in needs of improvement are prioritized as managing employee performance; managing employee relations; managing employee orientation and deployment; developing and managing employee metrics; developing and training employees; managing employee communication; managing human resource information systems (HRIS); managing and maintaining employee data; managing employee inquiry process; and developing and managing time and attendance.