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Data driven Strategic Workforce Planning and Organization Design_Best practice principles and processes

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DATA-DRIVEN STRATEGIC WORKFORCE
PLANNING AND ORGANIZATION DESIGN –
BEST PRACTICE PRINCIPLES AND PROCESSES
CHARLES COTTER P...

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TRAINING PROGRAMME
OVERVIEW (DAY 1)
• Diagnosis and gap analysis of current
strategic HRM and HR Planning
practices – 10 B...

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TRAINING PROGRAMME
OVERVIEW (DAY 2)
• Organization Design Best Practices –
fundamentals, HiPO, CSF’S and OD
model and Tool...

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Data driven Strategic Workforce Planning and Organization Design_Best practice principles and processes

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Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter

Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter

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Data driven Strategic Workforce Planning and Organization Design_Best practice principles and processes

  1. 1. DATA-DRIVEN STRATEGIC WORKFORCE PLANNING AND ORGANIZATION DESIGN – BEST PRACTICE PRINCIPLES AND PROCESSES CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ONLINE LEARNING PROGRAMME (LIVE) 9-10 FEBRUARY 2021
  2. 2. TRAINING PROGRAMME OVERVIEW (DAY 1) • Diagnosis and gap analysis of current strategic HRM and HR Planning practices – 10 Best Practice Criteria/guidelines • Applying the 6-step Strategic Workforce/HR Planning process • Diagnosis and gap analysis of Skills Auditing, Succession Planning and HRM Metrics - 10 Best Practice Criteria/guidelines • Strategic Workforce/HR and Succession Planning metrics and -Auditing
  3. 3. TRAINING PROGRAMME OVERVIEW (DAY 2) • Organization Design Best Practices – fundamentals, HiPO, CSF’S and OD model and Toolkit • Organizational structure – Lean, elements & types of structures • Organizational processes – Agility, workflow and Business Process Mapping • People Practices – employee engagement and talent retention strategies • Metrics and Rewards – PMS and STORM • Implementation of 5-milestone OD process (KatesKesler) • Case study: Developing a HR Strategy at Tarmac
  4. 4. ONLINE LEARNING PROGRAMME SCHEDULE • DAY 1-2 (9–10 FEBRUARY 2021): ❑ Session 1: 8.30 – 10.30 ❑ Tea-break: 10.30 – 10.45 ❑ Session 2: 10.45 – 12.45 ❑ Lunch-break: 12.45 – 13.30 ❑ Session 3: 13.30 – 15.30 ❑ Q&A Session (reflective learning): 15.30 – 16.00
  5. 5. AGREE OR DISAGREE? WHY?
  6. 6. OBJECTIVE #1: The fundamental SHRM concepts
  7. 7. DEFINING THE FUNDAMENTAL HRM CONCEPTS • Integrated Talent Management • (Strategic) HR Planning • Strategic HRM • Organization Design (OD)
  8. 8. INTEGRATED TALENT MANAGEMENT
  9. 9. INTEGRATED TALENT MANAGEMENT ARCHITECTURE/SYSTEM
  10. 10. DEFINING WFP - GETTING IT “RIGHT”
  11. 11. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • 1. feelings to facts; • from 2. anecdotal to analytical; • from 3. hindsight to foresight; • from a 4. business tributary to mainstream; • from 5. intuition to intelligence; • from 6. best practice (imitation) to next practice (innovation) and ultimately, • from 7. a cost to a profit centre. • Generally, this 7-point transformation means an upgrade to Evidence-based HRM."
  12. 12. DEFINING STRATEGIC HUMAN RESOURCES MANAGEMENT (SHRM) • SHRM is defined as an approach to managing people that deals with how the organization’s goals will be achieved through its human resources by means of integrated HR strategies, policies and practices (Armstrong, 2016). • SHRM propositions: ❑ The HR of an organization play a strategic role in it’s success ❑ Human capital is a major source of competitive advantage ❑ It is people who implement business strategy ❑ A systematic approach should be adopted to planning and implementing HR strategies ❑ HR strategies and plans should be integrated with business strategies and plans
  13. 13. STRATEGIC HR MANAGEMENT
  14. 14. STRATEGIC HRM VALUE CHAIN
  15. 15. DEFINING ORGANIZATION DESIGN (OD) • Organizational design is the discipline of shaping an organization to become more effective in achieving its vision and purpose. It aligns people, work and competencies with business strategy and objectives. • Organization design “is the process of purposefully configuring elements of an organization to effectively and efficiently achieve its strategy and deliver intended business, customer, and employee outcomes” (Mohrman, 2007). • According to Stanford (2007), organization design is driven by the business strategy and operating context and requires holistic thinking around systems, structures, people, performance measures, processes, culture and skills.
  16. 16. STAR MODEL OF ORGANIZATION DESIGN (GALBRAITH)
  17. 17. DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR SHRM • https://www.surveymonkey.com/r/QMJQTKD • #1 Embedding HRM strategy in business strategy and able to translate that strategy into deliverable actions • #2 Well-defined, implemented and reported HRM performance and ROI metrics (creating credibility and accountability) • #3 Generating business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business decisions) • #4 Offering a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities • #5 Ongoing line management consultation, engagement, coaching and building trusting, collegial and mutually beneficial business relationships
  18. 18. DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR SHRM • #6 HR Management and practitioners possess business and industry knowledge, acumen and insight • #7 HRM collaborates with line management to broker meaningful and impactful business solutions • #8 HRM processes, systems and practices are horizontally integrated (bundled), agile, responsive and stream-lined (that enhance productivity and efficiency) • #9 HRM is a transformational initiator, driver and implementer of business change • #10 HRM is technology-savvy innovator, enabling and leveraging best practices (e.g. CoE; Shared Services and e-HRM) • https://www.surveymonkey.com/r/QMJQTKD
  19. 19. LEARNING ACTIVITY 1 • Individual Diagnostic Activity: • Critically review and evaluate your organization’s current HR processes and function against the ten (10) SHRM best practice criteria. Refer to the link: https://www.surveymonkey.com/r/QMJQT KD • Group Discussion: • Identify areas of improvement (gaps) and recommend improvement strategies i.e. identify how the HR function can enhance performance (efficiency) and value add (effectiveness).
  20. 20. HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity #1: Strategic HRM 456 62.0% 9 17% Level 2 (Transactional) #2: Strategic HR Planning 215 60.1% 4 12% Level 2 (Transactional) #3: HRM Metrics and Analytics 339 55.0% 1 13% Level 2 (Transactional) #4: Strategic Total Rewards Management (STORM) – Principles and Best Practices 218 61.5% 7 16% Level 2 (Transactional) #5: Skills Auditing 243 57.4% 2 13% Level 2 (Transactional) #6: Strategic Learning Partner (SLP) 243 64.6% 11 14% Level 2 (Transactional) #7: Ethics of (outsourced) Africa-based trainers 100 59.0% 3 11% Level 2 (Transactional) OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D
  21. 21. #8: HRM Auditing 198 61.9% 8 17% Level 2 (Transactional) #9: Future fitness of HRM/L&D professionals 299 66.4% 12 13% Level 3 (Transformational) #10: Succession Planning 211 67.7% 13 18% Level 3 (Transformational) #11: Job Analysis and -Profiling 193 61.3% 6 15% Level 2 (Transactional) #12: Performance Management 422 63.7% 10 14% Level 2 (Transactional) #13: Employee Engagement 182 60.7% 5 11% Level 2 (Transactional) OVERALL 3 319 61.6% Level 2 (Transactional) OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity
  22. 22. STRATEGIC HRM – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 11-100% 61% 62% 17% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: Your organization's HRM function has well-defined, implemented and reported HRM performance scorecards and ROI metrics (creating credibility and accountability) 1 50% Q3: Your organization's HRM function generates business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business decisions) 2 50% Q10: Your organization's HRM function is technology-savvy innovator, enabling and leveraging best practices (e.g. CoE; Shared Services and e-HRM) 3 53%
  23. 23. STRATEGIC HRM – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q4: Your organization's HRM function offers a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities 10 65%
  24. 24. OBJECTIVE #2: Diagnosis of current SWP practices
  25. 25. CLEAR VIEW – LINE OF SIGHT x5 STRATEGIC HR PLANNING CHECKPOINTS (Cotter, 2016) #1: Inventory of available organizational core competencies and scarce skills (by means of a skills audit)? #2: Mission critical organizational jobs (to enable strategic goals achievement)? #3: Critical employee segments (to promote business continuity i.e. - future-proofing of the business model)? #4: Identification of organizational talent gaps (e.g. by means of Succession Planning 9-box matrix)? #5: Competitivity, maturity and readiness of the organizational talent pipeline (i.e. number of future-fit HIPO’s and the talent bench strength, who can seamlessly ascend into the key positions)?
  26. 26. • https://www.surveymonkey.com/r/Q3CMC6N • #1: Aligned with the organization’s strategic business plans and priorities. • #2: Future-focused, adopting a strategic, medium to long-term forward-looking approach. • #3: Pro-active, sensitive and responsive to (internal and external) environmental change and trends. • #4: Provides accurate and reliable (clear view) talent planning/management information for the organization e.g. available core competencies; scarce skills; critical jobs and employee segments and talent gaps. • #5: Collaborative, well coordinated and partnering effort (HRM has co-opted business partners e.g. line managers to the process). DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  27. 27. • #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment, Succession Planning, Retention and Leadership Development. • #7: Generates meaningful business intelligence for the organization which shapes, informs and influences business planning and supports strategic decision- making. • #8: Integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. • #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). • #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for the organization i.e. creates sustainable HCM competitive advantages • https://www.surveymonkey.com/r/Q3CMC6N DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  28. 28. LEARNING ACTIVITY 2 • Individual Activity: • Diagnose your organization’s current Workforce Planning practices against the ten (10) best practice criteria. • https://www.surveymon key.com/r/Q3CMC6N • Group Discussion: • Identify gaps and recommend improvement strategies.
  29. 29. LEARNING ACTIVITY 2 • Group Discussion: • By referring to the illustration of the HR planning process, evaluate the effectiveness of each process step in your organization. Compare your organization’s effectiveness with the findings of the HCI (2014). • Identify areas of improvement (gaps) and recommend how HR management can enhance performance and value add.
  30. 30. STRATEGIC HR PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 27-93% 60% 60.1% 12% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Your HR Plan is aligned with the organization’s strategic business plans and priorities. 10 67%
  31. 31. STRATEGIC HR PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's HR plan yields a positive ROI, with tangible/demonstrable outcomes and impact i.e. creates sustainable HCM competitive advantages 1 58% Q8: Your organization's HR plan integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. 2 59% Q4: Your organization's HR Plan provides accurate and reliable (clear view) talent planning/management information e.g. available core competencies; scarce skills; critical jobs and employee segments and talent gaps. 3 59%
  32. 32. OBJECTIVE #3: Strategic Workforce/HR Planning
  33. 33. STRATEGIC WORKFORCE/HR PLANNING PROCESS Step 6 Monitoring and Evaluating the HR Action Plan Step 5 HR Action Planning Step 4 Reconciling – gap analysis Step 3 Analyzing (Current) Supply Step 2 Forecasting HR Demand (Futuring) Step 1 Strategic Environmental Analysis
  34. 34. THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
  35. 35. STEP 2: FORECASTING HR DEMAND • Forecasting should consider the past and the present requirements as well as future organizational direction/s ❖ Number of employees ❖ Type of employees ❖ Skills requirements of these employees • Consider and assess the challenges and constraints • Preferred Scanning tools –”What If” and Scenario Planning
  36. 36. HR DEMAND FORECASTING TECHNIQUES • Ratio trend analysis • Regression analysis • Work-study techniques • Delphi technique • Flow models
  37. 37. STEP 3: ANALYZING CURRENT SUPPLY • Assess the current HR capacity of the organization by means of the Skill inventories/audits method ❖ The knowledge, skills and abilities of your current staff need to be identified ❖ Employee experience, education and special skills ❖ Certificates or additional training should also be included • A forecast of the supply of employees projected to join the organization from outside sources • HRM indicators, metrics and indices e.g. turnover rates
  38. 38. BEST PRACTICE CRITERIA: SKILLS AUDITING • https://www.surveymonkey.com/r/WS9PTL3 • #1: A job analysis must be used as a basis for the skills audit • #2: Definitive performance standards must be developed, written, and provided to all stakeholders, regardless of the type of rating • #3: Raters are trained to use the rating instrument properly • #4: Formal appeal mechanisms must be in place and assessment results need to be reviewed to ensure fairness and reliability • #5: Multiple techniques/approaches are utilized and ratings are supported with documented examples of behaviour
  39. 39. BEST PRACTICE CRITERIA: SKILLS AUDITING • #6: Employees are given a chance to improve their skills through targeted development opportunities • #7: The 7 E’s - the Skills Auditing process is efficient, effective, economical, educational, ethical, empirical and evidentiary • #8: Compliance with the following principles of Skills Audits: ❑ Fairness ❑ Validity ❑ Reliability ❑ Transparency/ Openness ❑ Constructive feedback ❑ Objectivity • #9: The outcome of the skills audit generates predictive analytics and business intelligence, providing the organization with a strategic competitive advantage • #10: Skills Auditing must be a holistic, systematic, integrated and aligned approach • https://www.surveymonkey.com/r/WS9PTL3
  40. 40. LEARNING ACTIVITY 3 • Group Discussion: • Review and evaluate your organization’s current skills audit process against the ten (10) best practice criteria. Refer to the Survey Monkey link: • https://www.surveymonkey.com/r/WS9 PTL3 • Identify gaps and recommend improvement strategies to address these process gaps.
  41. 41. SKILLS AUDITING - WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 22-100% 57% 57.4% 13% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q3: Your organization trains skills auditors and -raters to use the skills rating instrument properly. 1 51% Q4: Formal appeal mechanisms are in place in your organization and skills assessment results are regularly moderated and reviewed. 2 51% Q9: The outcome of the skills audit generates predictive analytics and business intelligence, providing your organization with a strategic competitive advantage. 3 54%
  42. 42. SKILLS AUDITING - MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q7: Your organization's skills auditing process complies with the 7 E’s i.e. efficient, effective, economical, educational, ethical, empirical and evidentiary. 10 77%
  43. 43. SKILLS AUDITING PROCESS • Step 1: Determine Skills Requirements (Competency profiling) • Step 2: Audit actual skills • Step 3: Determine development needs and plan for training/restructuring • Step 4: Reporting and Governance
  44. 44. BEST PRACTICE SUCCESSION PLANNING PRINCIPLES • https://www.surveymonkey.com/r/WJ8DCJF • #1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. • #2: Succession planning is vertically aligned with the strategic business plan and an enabler of the achievement of strategic goals/objectives. • #3: Succession planning is multi-level is implemented on 3 levels i.e. executive management; senior management and critical/key roles (professional and technical) to develop qualified successors. • #4: Succession planning builds organizational capacity, promotes institutional memory and stimulates knowledge and skills transfer. • #5: Succession planning is horizontally integrated with other HRM value chain processes e.g. Career Planning, Workforce Planning; PMS; Learning and Development etc.
  45. 45. BEST PRACTICE SUCCESSION PLANNING PRINCIPLES • #6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio e.g. 1:3 and talent bench strength of high potential/performers. • #7: The succession planning is effective in developing and grooming the depth and breadth of talent and fast-tracking ready-made successors in identified key roles. • #8: The succession planning process is proactive and adopts a medium to long- term view e.g. 3-5 years and uses scenario planning/”what if” analyses. • #9: The succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. • #10: Succession planning results in effective leadership development, higher levels of employee engagement and improved employee retention. • https://www.surveymonkey.com/r/WJ8DCJF
  46. 46. LEARNING ACTIVITY 4 • https://www.surveymonkey.c om/r/WJ8DCJF • Individual activity: • On a rating scale of 1 = Poor and 10 = Excellent, diagnose the current degree of strategic relevance and importance of your organization’s succession planning. • Group Discussion: • Identify gaps and recommend improvement strategies to address these process gaps.
  47. 47. SUCCESSION PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 22-100% 68% 67.7% 18% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. 10 79%
  48. 48. SUCCESSION PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q9: Succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. 1 67% Q6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio e.g. 1:3 and talent bench strength of high potentials/performance. 2 67% Q8: The succession planning process is proactive, adopts a medium to long-term view e.g. 3-5 years and uses scenario planning/"what if" analyses. 3 68%
  49. 49. STEP 7 REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION PLAN STEP 6 MONITOR AND TRACK PROGRESS STEP 5 IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES STEP 4 DEVELOP SUCCESSION PLAN AND STRATEGIES STEP 3 IDENTIFY TALENT GAPS STEP 2 IDENTIFY AND ASSESS SUCCESSORS – POTENTIAL AND PERFORMANCE (9-BOX MATRIX) STEP 1 IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY) GENERIC SUCCESSION PLANNING PROCESS
  50. 50. STEP 2: IDENTIFY AND ASSESS SUCCESSORS – 9 BOX MATRIX
  51. 51. GALLUP LEADERSHIP ASSESSMENT • The four dimensions are: ❑Direction ❑Drive ❑Relationship ❑Management
  52. 52. ASSESSING LEADERSHIP POTENTIAL (GALLUP)
  53. 53. STEP 4: RECONCILING/GAP ANALYSIS
  54. 54. LEARNING ACTIVITY 5 • Group Discussion: • Apply steps 1-4 of the Workforce/HR Planning process in the context of your organization.
  55. 55. STEP 5: IMPLEMENTING - INTERVENTIONS • Develop and initiate a Resourcing Strategy • Matching strategy (intervention) with scenario (surplus or deficit) • Action plan-based implementation methodology
  56. 56. HR ACTION PLANS • There are five HR strategies for meeting your organization's needs in the future: ❑ Restructuring strategies ❑ Training and development strategies ❑ Recruitment strategies ❑ Outsourcing strategies ❑ Collaboration strategies
  57. 57. RESTRUCTURING STRATEGIES • Reducing staff either by termination or attrition • Regrouping tasks to create well designed jobs • Reorganizing work units to be more efficient • If your assessment indicates that there is an oversupply of skills, there are a variety of options open to assist in the adjustment. • Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on your employment agreements. Notice periods are guaranteed in all provinces. • Be sure to review the labour/employment relations standards in your province or territory to ensure that you are compliant with the legislation.
  58. 58. TRAINING AND DEVELOPMENT STRATEGIES • Providing staff with training to take on new roles • Providing current staff with development opportunities to prepare them for future jobs in your organization • Training and development needs can be met in a variety of ways. • One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on- the-job training. • Many training and development needs can be met through cost effective techniques.
  59. 59. RECRUITMENT STRATEGIES • Recruiting new staff with the skill and abilities that your organization will need in the future • Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply • For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. • Example: Perhaps your organization has a need for a new fundraiser right now to plan special events as part of your fundraising plan. However, if your organization is considering moving from fundraising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.
  60. 60. OUTSOURCING STRATEGIES • Using external individuals or organizations to complete some tasks • Many organizations look outside their own staff pool and contract for certain skills. • This is particularly helpful for accomplishing specific, specialized tasks that don't require on-going full-time work. • Some organizations outsource HR activities, project work or bookkeeping. • Example: Payroll may be done by an external organization rather than a staff person, a short-term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source. • Each outsourcing decision has implications for meeting the organization's goals and should therefore be carefully assessed.
  61. 61. COLLABORATION STRATEGIES • Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. • By collaborating with other organizations you may have better success at dealing with a shortage of certain skills. • Types of collaboration could include: ❑ Working together to influence the types of courses offered by educational institutions ❑ Working with other organizations to prepare future leaders by sharing in the development of promising individuals ❑ Sharing the costs of training for groups of employees ❑ Allowing employees to visit other organizations to gain skills and insight
  62. 62. HRM ACTION PLAN (INTERVENTION) TEMPLATE
  63. 63. STEP 6: MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN
  64. 64. LEARNING ACTIVITY 6 • Group Discussion: • Apply steps 5-6 of the Workforce/HR Planning process in the context of your organization.
  65. 65. OBJECTIVE #3: Strategic Workforce Planning Metrics and Auditing
  66. 66. 10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM METRICS https://www.surveymonkey.com/r/J8ZKM2X #1: Adopt a strategic mindset #2:Change management must run parallel to HRM Metrics in “business unusual” environment #3: Streamline and systematic HRM metrics process #4: HRM Metrics is not a “desktop” exercise #5: Adopt a measurement culture & build capacity & skills for digital literacy
  67. 67. 10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM METRICS https://www.surveymonkey.com/r/J8ZKM2X #6: Re-inject scientific principles, processes and tools & credibility into HRM Metrics e.g. 3 E’s #7: Drill down & segment HRM metrics #8: Apply the 4 C’s to HRM Metrics Reporting (causes, costs, consequences & cure) #9: Don’t adopt a “Big Bang” approach – start small, think big and scale up #10: Automation - utilize a 4/5-G digital data analysis solution
  68. 68. LEARNING ACTIVITY 7 • Individual activity: • Rate your organization’s current degree of compliance on a 10-point scale (with range of 1 = absolutely non-compliant and 10 = 100% compliant) Refer to the link: https://www.surveymonkey.co m/r/J8ZKM2X • Group discussion: • Identify gaps and recommend improvement strategies.
  69. 69. HRM METRICS AND ANALYTICS – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 22-100% 54% 55% 13% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q6: Your organization has re-injected scientific principles, processes and tools and credibility into HRM Metrics e.g. 3 E’s - evidentiary, empirical and ethical. 1 46% Q10: Your organization harnesses automation, utilizing a 4-G HRM digital data analysis solution. 2 50% Q3: Your organization has streamlined and systematic HRM metrics processes 3 52%
  70. 70. HRM METRICS AND ANALYTICS – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q9: Your organization starts small, thinks big and systemically scales up over time, as opposed to adopting a large-scale “Big Bang” HRM Metrics approach. 10 58%
  71. 71. 5-STEP WORKFORCE ANALYTICS PROCESS Step 5 Project and take action to communicate metrics and related insights information to provide a robust basis for strategic change and improvement - Extrapolation Step 4 Draw out insight from the data - Evaluation Step 3 Obtain data relating to relevant metrics - Extraction Step 2 Develop appropriate metrics around these areas - Examination Step 1 Identify where HRM can make a strategic impact in the organization - Exploration
  72. 72. STRATEGIC WORKFORCE/HR PLANNING METRICS (DR. JOHN SULLIVAN) • 1. Do we have the right number of people in our organization? ❖ Does HR have a metric/system for ensuring we are not OVERSTAFFED? ❑ Do we compare our Headcount per unit of production/ sales to that of our direct competitors to ensure we don't have headcount "fat"? ❑ Are we UNDER STAFFED in areas, where if we added people in key areas, we would increase our profitability? • 2. Do we forecast and prevent people problems better than the best in the industry? ❑ Have HR "smoke detectors" and forecasts given top management sufficient warning of possible "people problems"? Has it allowed us to effectively mitigate their impact upon the business? ❑ HR develops programs and solutions before smoke turns into fire and before managers have to request them. ❑ Do we provide our managers with sufficient lead- time and a "heads up" on people issues that will/ do face them?
  73. 73. STRATEGIC WORKFORCE/HR PLANNING METRICS (DR. JOHN SULLIVAN) • 3. Do we rapidly redeploy our people resources from areas of low return in the corporation to areas of high return? ❑ What % of our workforce moves internally each year between business units? ❑ What % of our workforce have we had to "layoff this year? ❑ Is there evidence that we get the most from our talent? • 4. Succession Planning ❑ The percentage of Executive roles for which there is a succession candidate, which is calculated by the number of Succession Planning Candidates/Executive Level Headcount
  74. 74. AUDITING STRATEGIC WORKFORCE PLANNING • 1. Do you have an up-to-date organizational chart and other planning documents to enable workforce planning? • 2. Do you perform workforce planning and/or a needs assessment at least quarterly? • 3. Do you have a method for forecasting staffing needs by production requirements? • 4. Do you track and manage operations by utilizing essential metrics such as turnover, full-time equivalents (FTE), time to hire or revenue to productivity? • 5. Are turnover levels appropriate for the nature of your industry/business? • 6. Does your Company have an established succession plan?
  75. 75. LEARNING ACTIVITY 8 • Group Discussion: • Describe the Strategic Workforce Planning metrics that your organization applies. • Describe how you can audit Strategic Workforce Planning in your organization.
  76. 76. OBJECTIVE #4: Organization design fundamentals
  77. 77. FUNDAMENTALS AND OBJECTIVE OF ORGANIZATIONAL DESIGN (OD) • According to Roger Allen, Organizational Design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. • By design we’re talking about the integration of people with core business processes, technology and systems. In other words, the process focuses on improving both the technical and people side of the business. • The strategic ambition and objective of OD should be to establish and sustain a High Performance Organization (HiPO) culture.
  78. 78. MECHANICS AND DYNAMICS OF OD
  79. 79. DEFINING A HIGH PERFORMANCE ORGANIZATION (HiPO) CULTURE • A high-performance organization is characterized by clarity and coordination. Everyone plays a crucial role in driving the company forward, and everything that happens at the individual, group or departmental level contributes to the organization's goals. People understand their roles and how their efforts contribute to producing the desired results. • Andre de Waal of the HPO Center offers this more formal definition: "A High Performance Organization is an organization that achieves financial and non-financial results that are exceedingly better than those of its peer group over a period of time of five years or more, by focusing in a disciplined way on that which really matters to the organization."
  80. 80. HIPO – 5 STRANDS OF SUCCESS
  81. 81. VIDEO CLIP: OD MODEL AND TOOLKIT • Organization design toolkit for HR (Amy Kates) • https://www.youtube.co m/watch?v=6P0hw3Q1imI • Debriefing: Extract the lessons from this video clip
  82. 82. 6 CRITICAL SUCCESS FACTORS OF OD (BCG) • BCG has identified six key factors that distinguished the successes from the failures. • Companies that employed these factors have a significantly higher chance of experiencing faster growth and higher profits than their competitors. ❑A value-adding corporate center ❑Clearly delineated profit and loss (P&L) responsibilities ❑A flat management structure with a strong frontline focus ❑Effective use of shared services ❑Strong support for people and collaboration ❑Agile ways of working
  83. 83. THE BUSINESS CASE FOR OD – BENEFITS • For most companies, the design process leads to a more effective organization design, significantly improved results (profitability, customer service, internal operations) and employees who are empowered and committed to the business. • The hallmark of the design process is a comprehensive and holistic approach to organizational improvement that touches all aspects of organizational life, to realize the following benefits: ❑Excellent customer service ❑Increased profitability ❑Reduced operating costs ❑Improved efficiency and cycle time ❑A culture of committed and engaged employees ❑A clear strategy for managing and growing your business
  84. 84. LEARNING ACTIVITY 9 • Group discussion: • By referring to the HiPO strands of success, LADIO approach, Galbraith model and BCG CSF’s, critically review and evaluate your company’s current OD practices and processes, to capitalize on the mentioned benefits and transform to a HiPO. • Identify gaps and recommend improvement strategies.
  85. 85. OBJECTIVE #5: Organizational Structure
  86. 86. ORGANIZATIONAL STRUCTURE-ORIENTED KEY QUESTIONS • How should we organize (x6 elements of organization structure)? • What are the key (mission critical) roles? • How should power and working relationships be balanced in the organizational structure?
  87. 87. ALIGNMENT OF ORGANIZATIONAL STRUCTURE WITH BUSINESS STRATEGY • The key to profitable performance is the extent to which four business elements are aligned: ❑ Leadership ❑ Organization ❑ Jobs ❑ People • This typically requires recalibrating the following: ❑ Which work is mission-critical, can be scaled back or should be eliminated. ❑ Existing role requirements, while identifying necessary new or modified roles. ❑ Key metrics and accountabilities. ❑ Critical information flows. ❑ Decision-making authority by organization level.
  88. 88. THE ROLE OF HRM IN OD • Providing leaders with a structural diagnosis by identifying the root causes of organizational performance issues. • Helping leaders evaluate a range of clear design options. Ensuring that leaders align organizational design decisions with short- and long-term strategic goals by identifying critical activities, strengths and weaknesses. • Helping leaders ensure the structure is properly implemented. • Continually monitoring the structure for alignment with the organization's business strategy. • Refer to HR contributions (page 73 in the Learner Manual)
  89. 89. ELEMENTS OF ORGANIZATIONAL STRUCTURE • Departmentalization • Chain of command • Span of control • Centralization or Decentralization • Work specialization • The degree of Formalization • Refer to pages 74-87 in the Learner Manual for a synoptic overview and the pro’s and con’s of the foremost organizational structural designs (Hierarchial and Organic)
  90. 90. 10 BEST PRACTICE JOB ANALYSIS CRITERIA • https://www.surveymonkey.com/r/T56HXP3 • #1: Your organization's Role/Job Analysis and -Profiling processes are pro-active, sensitive and responsive to both internal e.g. Business & HRM Strategy direction and OD/organizational restructuring and external environmental disruptors, change and trends e.g. economic, legal and technological. • #2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize multiple and diverse sources of data collection i.e. crowdsourced performance intelligence. • #3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific, quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration of methodology and valid tools. • #4: Your Role/Job Analysis and -Profiling processes efficiently, effectively, economically and ethically harness Job Analysis Interviews, Questionnaires, Observation and Skills Auditing as the primary data collection tools and techniques. • #5: Your organization's Role/Job Analysis and -Profiling processes provide accurate, comprehensive and reliable Job Data which leads to informative Job Description documents e.g. tasks, duties and responsibilities.
  91. 91. 10 BEST PRACTICE JOB ANALYSIS CRITERIA • #6: Your organization's Role/Job Analysis and -Profiling processes provide accurate, comprehensive and reliable Job Data which leads to informative Job Specification documents e.g. Competency Profile (knowledge; skills, experience and behavioural competencies). • #7: Your organization's Role/Job Analysis and -Profiling processes are integrated (bundled) with other HRM value chain processes e.g. Recruitment, PMS, Learning and Development, Compensation and Career Development. • #8: Your organization's Role/Job Analysis and -Profiling processes are collaborative, well- coordinated and a partnering effort (HRM has co-opted business partners e.g. line managers to the process). • #9: Your organization's Role/Job Analysis and -Profiling processes are a systematic and synergistic precursor to the Job Evaluation/grading process. • #10: Your organization's Role/Job Analysis and -Profiling processes are dynamic and agile - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). • https://www.surveymonkey.com/r/T56HXP3
  92. 92. LEARNING ACTIVITY 10 • Individual activity: • Diagnosis of current Job Analysis practices/processes and data collection methods/techniques. • Review the current Job Analysis practices and processes and indicate the efficiency and effectiveness. Review your organization’s Job Analysis quantitative and qualitative methods and techniques and indicate their effectiveness, reliability and validity. Refer to the link: https://www.surveymonkey.com/r/T56HXP3 • Group discussion: • Identify gaps and recommend improvement strategies.
  93. 93. JOB ANALYSIS AND –PROFILING – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 29-93% 61% 61.3% 15% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's Role/Job Analysis and -Profiling processes are dynamic and agile - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). 1 52% Q2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize multiple and diverse sources of data collection i.e. crowdsourced performance intelligence. 2 52% Q3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific, quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration of methodology and valid tools. 3 54%
  94. 94. JOB ANALYSIS AND –PROFILING – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q8: Your organization's Role/Job Analysis and - Profiling processes are collaborative, well- coordinated and a partnering effort (HRM has co-opted business partners e.g. line managers to the process). 10 62%
  95. 95. LEARNING ACTIVITY 11 • Group Discussion: • By referring to the key organizational structural questions, resolve the organization decisions, in order to promote an aligned, efficient, effective and lean structure: ❑ How should we organize (x6 elements of organization structure)? ❑ What are the key (mission critical) roles? ❑ How should power and working relationships be balanced in the organizational structure?
  96. 96. OBJECTIVE #6: Organizational Processes
  97. 97. ORGANIZATIONAL PROCESS-ORIENTED KEY QUESTIONS • How are decisions made? • How does work flow between roles? • What management processes need to be defined?
  98. 98. THE FIVE TRADEMARKS OF AGILE ORGANIZATIONS (MCKINSEY) • #1: North Star embodied across the organization • Mindset shift FROM: “In an environment of scarcity, we succeed by capturing value from competitors, customers, and suppliers for our shareholders.” (SCARCITY) • TO: “Recognizing the abundance of opportunities and resources available to us, we succeed by co- creating value with and for all of our stakeholders.” (ABUNDANCE) • #2: Network of empowered teams • Mindset shift FROM: “People need to be directed and managed, otherwise they won’t know what to do—and they’ll just look out for themselves. There will be chaos.” (AUTOCRACY) • TO: “When given clear responsibility and authority, people will be highly engaged, will take care of each other, will figure out ingenious solutions, and will deliver exceptional results.” (AUTONOMY) • #3: Rapid decision and learning cycles • Mindset shift FROM: “To deliver the right outcome, the most senior and experienced individuals must define where we’re going, the detailed plans needed to get there, and how to minimize risk along the way.” (STATIC) • TO: “We live in a constantly evolving environment and cannot know exactly what the future holds. The best way to minimize risk and succeed is to embrace uncertainty and be the quickest and most productive in trying new things.” (DYNAMIC)
  99. 99. THE FIVE TRADEMARKS OF AGILE ORGANIZATIONS (MCKINSEY) • #4: Dynamic people model that ignites passion • Mindset shift FROM: “To achieve desired outcomes, leaders need to control and direct work by constantly specifying tasks and steering the work of employees.” (CONTROL) • TO: “Effective leaders empower employees to take full ownership, confident they will drive the organization toward fulfilling its purpose and vision.” (COMMITMENT) • #5: Next generation enabling technology • Mindset shift FROM: “Technology is a supporting capability that delivers specific services, platforms, or tools to the rest of the organization as defined by priorities, resourcing, and budget” (SUPPLEMENTATION) • TO: “Technology is seamlessly integrated and core to every aspect of the organization as a means to unlock value and enable quick reactions to business and stakeholder needs” (AUGMENTATION)
  100. 100. WORKFLOW IMPROVEMENTS TO BOOST PRODUCTIVITY AND PERFORMANCE • Workflows delineate start and end points, the direction(s) of movement, where there may be decision points, what you expect for results and potential substitute steps. Finally, responsibility is assigned for each step. • It becomes easier to visualize where waste can be eliminated and efficiencies created. Successful workflows can help improve communication within your staff and measure growth. However, it is important to remember that when we discuss workflows, we are talking about how the results actually get accomplished, not the protocols that dictate the work being done. • Each workflow component or step may be described by three parameters: input, transformation and output. • Four main components make up the bulk of workflows, namely: Actors; Activities; Results and State. • Refer to the work-related example (pages 96-97 in the Learner Manual) • Refer to workflow improvement theories
  101. 101. BUSINESS PROCESS MAPPING (BPM) • Business process maps show the relationship between the steps and inputs to produce an end-product or service, such as when a product goes through packaging or when an employee’s leave is approved. • This process of documentation is concerned with what a business does, why it does what it does, what the standard is for success, who is responsible and when and where different steps will occur. • The Scope and Purpose of Business Process Modeling • Types of Business Process Maps • The Framework of Business Process Mapping
  102. 102. THE FRAMEWORK OF BUSINESS PROCESS MAPPING • Step 1: Identify your organization’s best practices • Step 2: As-is in process design • Step 3: Analyze and evaluate • Step 4: To-be in process design
  103. 103. LEARNING ACTIVITY 12 • Group Discussion: • By referring to the key organizational process questions, resolve the organization design decisions, in order to promote autonomy, role clarity, free flow of information, efficient and optimal decision-making and agile business processes: ❑ How are decisions made? ❑ How does work flow between roles? ❑ What management processes need to be defined?
  104. 104. OBJECTIVE #7: People Practices
  105. 105. ORGANIZATIONAL PEOPLE PRACTICES-ORIENTED KEY QUESTIONS • What talent is needed? • What HR practices and routines are critical to our capabilities (core competencies)?
  106. 106. ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS
  107. 107. EMPLOYEE ENGAGEMENT STRATEGIES (COTTER, 2019) • https://www.surveymonkey.com/r/WMK7K5D 1. Your organization's employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and -significance. 2. Your organization's employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 3. Your organization's employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 4. There is collegial and harmonious working relationships amongst team members and peers at your organization. 5. Your organization's employees have sufficient workplace resources, materials and equipment to perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to make routine decisions.
  108. 108. EMPLOYEE ENGAGEMENT STRATEGIES (COTTER, 2019) 6. Your organization's employee opinions and inputs are valued by management and there is significant organizational platforms and opportunities for them to exercise their employee voice. 7. Your organization's employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 8. There is a culture of performance excellence at your organization and the majority of employees are prepared to go the extra mile and are committed to sustaining high quality and performance standards. 9. Your organization has a conducive work environment, culture and climate that promotes a strengths-based leadership culture; offers work-life balance, employee well- being and fair remuneration and other employment practices and -policies. 10. Your organization has a significant training investment factor, advocates and employs talent management and -development strategies and there are ample opportunities for employees to learn and grow. https://www.surveymonkey.com/r/WMK7K5D
  109. 109. LEARNING ACTIVITY 13 • Individual Activity: • Diagnose your organization’s current employee engagement levels, as a driver of retention of top talent, against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/ r/WMK7K5D • Group Discussion: • Identify gaps and recommend improvement strategies.
  110. 110. EMPLOYEE ENGAGEMENT – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 26-77% 61% 60.7% 11% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: Your organization's employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 1 46% Q3: Your organization's employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 2 48% Q7: Your organization's employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 3 48%
  111. 111. EMPLOYEE ENGAGEMENT – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q1: Your organization's employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and - significance. 10 66%
  112. 112. VIDEO CLIP • What Great Employee Engagement looks like? • https://www.youtube.c om/watch?v=VA_z5mv jeLc • Debriefing: Extract the lessons from this video clip
  113. 113. LEARNING ACTIVITY 14 • By referring to the key people practices questions, resolve the organization design decisions, in order to promote optimal talent and people management: ❑ What talent is needed? ❑ What HR practices and routines are critical to our capabilities (core competencies)? • Evaluate the current degree of your organization’s employee retention by gauging against the Deloitte’s Irresistible Organization factors and sub-factors. • Identify gaps and recommend improvement strategies to transform to a HiPO.
  114. 114. OBJECTIVE #8: Metrics and Rewards
  115. 115. ORGANIZATIONAL METRICS AND REWARDS KEY QUESTIONS • What metrics should go on our business dashboard? • What incentives will drive the right behaviour?
  116. 116. PERFORMANCE MANAGEMENT BEST PRACTICES • https://www.surveymonkey.com/r/S2NHF7T • #1: The Performance Management System (PMS) of your organization is directly linked to the strategic goals of the institution. • #2: The PMS of your organization is (horizontally) integrated with the other HRM functions and also the core business processes (finance, customer & operations) of the institution. • #3: The PMS of your organization is balanced in terms of focusing on improving both short-term outputs or results and also in the medium to long-term future i.e. future-proofing the business/operating model. • #4: The PMS of your organization encourages full participation and wide engagement and extensive consultation, focused on measuring quality standards. • #5: The PMS of your organization is user-friendly, simple and understandable for all users.
  117. 117. PERFORMANCE MANAGEMENT BEST PRACTICES • https://www.surveymonkey.com/r/S2NHF7T • #6: The PMS of your organization adapts from only management performance expectations to management, customer and other (internal and external) stakeholder expectations and is agile and responsive to environmental change, global best practices and future trends. • #7: The PMS of your organization provides an opportunity to recognize performance excellence. • #8: The PMS of your organization is vigilant and efficient in identifying and correcting poor performance levels and under achievement of performance goals and standards. • #9: The PMS of your organization is line management-driven with active support and business partnering from the human resources department. • #10: The PMS is a continuous process that accurately identifies multi-level (individual, team and organizational) performance and skills gaps i.e. generates crowd-sourced (360-degree) performance intelligence and –analytics, which is effectively leveraged as a performance development and -improvement management tool.
  118. 118. LEARNING ACTIVITY 15 • Individual diagnosis: • Review and rate the efficiency and effectiveness of the current performance management process at your organization. Refer to the above Best Practice criteria checklist. Refer to the SurveyMonkey link for the online survey: https://www.surveymonkey.com/r/S2NHF7T • Group discussion: • Identify gaps and recommend improvement strategies.
  119. 119. PERFORMANCE MANAGEMENT SYSTEMS – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 22-100% 63% 63.7% 14% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q5: The PMS of your organization is user-friendly, simple and understandable for all users. 1 56% Q10: The PMS is a continuous process that accurately identifies multi- level (individual, team & organizational) performance & skills gaps i.e. generates crowd-sourced (360-degree) performance intelligence & - analytics, which is effectively leveraged as a performance development & -improvement management tool. 2 57% Q8: The PMS of your organization is vigilant and efficient in identifying and correcting poor performance levels and under achievement of performance goals and -standards. 3 58%
  120. 120. PERFORMANCE MANAGEMENT SYSTEMS – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q7: The PMS of your organization provides an opportunity to recognize and (financially and non-financially) reward performance excellence. 10 69%
  121. 121. VIDEO CLIP • Reinventing Performance Management at Deloitte (HBR) • https://hbr.org/video/5122969 232001/reinventing- performance-management • Debriefing: Extract the lessons from this video clip
  122. 122. PERFORMANCE EQUATION COMPUTING THE PERFORMANCE POTENTIAL SCORE (PPS)
  123. 123. DASHBOARD PERFORMANCE METRICS • Workforce Productivity • Compensation and Benefits • Refer to the examples (pages 116-117 in the Learner Manual)
  124. 124. LEARNING ACTIVITY 16 • Group Discussion: • By referring to the performance equation, compute your organization’s PPS and resultant Performance Capability Gap Index (PCGI). • Develop strategies to improve any of the deficient variables.
  125. 125. STRATEGIC TOTAL REWARDS MANAGEMENT (STORM)
  126. 126. • Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization. • Reward management consists of analyzing and controlling employee remuneration, compensation and all of the other benefits for the employees. • Reward structure usually consists of pay policy and practices, salary and payroll administration, total reward, minimum wage, executive pay and team reward. DEFINITION OF REWARD MANAGEMENT
  127. 127. COMPONENTS OF TOTAL REWARD STRATEGY
  128. 128. • https://www.surveymonkey.com/r/R223M6Q • #1 Your organization offers competitive and market-related/above market-related remuneration packages to employees (prospective employees). • #2 Your organization adequately and accurately recognizes the knowledge, skills, competencies and experience of employees and rewards are sufficiently flexible and variable. • #3 Your organization applies fairness in methods, procedures and practices for compensating, recognizing and rewarding employee contributions. • #4 Your organization applies equitable methods, procedures and practices for compensating, recognizing and rewarding employee contributions. • #5 Your organization promotes transparency through sharing information about their compensation practices, pay rates criteria and how they are determined – especially at the managerial and executive levels. DIAGNOSIS OF 10 REWARD MANAGEMENT BEST PRACTICES
  129. 129. • #6 Your organization applies consistency (standardization) in the allocation of remuneration and rewards e.g. performance bonuses and incentives etc., thereby serving as a retention and motivation mechanism. • #7 Your organization applies objectivity throughout the performance management process, as the pre-cursor and chief determinant of performance bonuses. • #8 Your organization has an efficient, user-friendly and stream-lined job evaluation and job grading process. • #9 The value of remuneration and rewards offered by your organization is affordable (feasible) promoting business sustainability and continuity. • #10 Your organization’s reward system is effective in that it directly contributes to and enables the achievement of business management goals e.g. higher levels of productivity and performance. • https://www.surveymonkey.com/r/R223M6Q DIAGNOSIS OF 10 REWARD MANAGEMENT BEST PRACTICES
  130. 130. • https://www.surveymonkey.com/r/D9HVHNN • #1: (Vertical) Alignment with business strategy, goals and objectives • #2: (Horizontal) integration of HRM value chain functions (bundling) • #3: Rewards Management conducts environmental scanning and is highly attuned, sensitive to and pro-actively responsive of change • #4: Rewards Management is future-focused (ensuring that the organization is future-proof) • #5: Reward management adopts a measurement culture e.g. scorecards, dashboards, metrics, risk analysis and audits etc. • #6: Reward management generates business intelligence, enabling smarter business decision making (operationally and strategically) • #7: Enables the organization to gain a sustainable, strategic competitive advantage • #8: Reward management practices contribute to a positive organizational climate, culture and higher levels of employee engagement. DIAGNOSIS OF 8 REWARD MANAGEMENT PRINCIPLES
  131. 131. LEARNING ACTIVITY 17 • Group Discussion: • Individual (Diagnosis): Critically evaluate your organization’s current rewards management structure against the 10 best practice criteria. Complete the online survey https://www.surveymonkey.com/r/R223M6Q • Critically evaluate your organization’s current rewards management principles against the 8 best practice criteria https://www.surveymonkey.com/r/D9HVHNN • Group (Analysis): Identify gaps and recommend improvement strategies for these gaps.
  132. 132. STRATEGIC TOTAL REWARDS MANAGEMENT (STORM PRINCIPLES) – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 11-92% 62% 61.5% 15% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q4: Your organization's reward management practices are future-focused (ensuring that the organization is future- proof). 1 43% Q3:Your organization's rewards management practices conduct environmental scanning and are highly attuned, sensitive to and proactively responsive to change. 2 47% Q6: Your organization's reward management practices generate business intelligence, enabling smarter business decision making (operationally and strategically). 3 51%
  133. 133. STORM PRINCIPLES – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q5: Your organization's reward management practices adopt a measurement culture e.g. scorecards, dashboards, metrics, risk analysis and audits etc. 8 59%
  134. 134. STORM PRACTICES – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 11-100% 62% 61.5% 17% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q9: The value of remuneration and rewards offered by your organization is affordable (feasible) promoting business sustainability and continuity. 10 64%
  135. 135. STORM PRACTICES – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q5: Your organization promotes transparency through sharing information about their compensation practices, pay rates criteria and how they are determined – especially at the managerial and executive levels. 1 52% Q8: Your organization has an efficient, user-friendly and stream-lined job evaluation and job grading process. 2 54% Q2: Your organization adequately and accurately recognizes the knowledge, skills, competencies and experience of employees and rewards are sufficiently flexible and variable. 3 56%
  136. 136. HAY GROUP MODEL
  137. 137. TOTAL REWARDS STRATEGY - PROCESS FLOW
  138. 138. • To attract, motivate and retain employees. • Differentiation: To reinforce employer brand and set the employer apart from other organizations. • Raise awareness and appreciation by focusing attention on the benefits the organization offers. • To reduce the cost of benefits administration by providing an employee self-service tool that results in fewer phone calls thereby enabling HR to focus on more strategic initiatives. OBJECTIVES OF TRS
  139. 139. BENEFITS OF TRS
  140. 140. LEARNING ACTIVITY 18 • Group Discussion: • By referring to the key metrics/rewards questions, resolve the organization design decisions, in order to promote a HiPO culture and boost workforce productivity. ❑ What metrics should go on our business dashboard? ❑ What incentives will drive the right behaviour? • Craft and develop Total Rewards Statement (TRS) as a form of attracting, retaining and motivating top talent at your organization.
  141. 141. OBJECTIVE #9: Organization Design Implementation Process
  142. 142. KATESKESLER CONSULTING APPROACH • What is Organization Design? • https://www.youtube. com/watch?v=41v3PE NTEXw
  143. 143. FIVE MILESTONE OD DESIGN PROCESS (KATESKESLER)
  144. 144. #1: BUSINESS CASE AND DISCOVERY • Clarity on the problem to be solved • Assess the gap between the expectations and perceptions of the organization • Place this assessment in the context of the business strategy as well other successful companies (benchmarking) • Create a well‐defined problem statement and set of design criteria
  145. 145. #2: STRATEGIC GROUPING • Make a basic structure choice that supports the strategy • Make framework decisions about the new organization – structure, matrix, governance, spans and layers • Engage the broader management team in developing and evaluating options
  146. 146. #3: INTEGRATION Tie the pieces together ‐ design the points of linkage across boundaries Define power relationships
  147. 147. #4: TALENT AND LEADERSHIP • Staff the critical roles to carry out the work and build talent for the future • Design the leadership team • Make the difficult decisions about pivot point roles – what’s required and where will the talent be sourced • Set the rules for staffing open positions • Begin to create a shared view of talent across the leadership team
  148. 148. #5: TRANSITION • Prepare to measure, learn and adjust • Determine the implementation approach, staging and sequencing • Create a project plan and appoint a transition manager • Launch work streams for detailed design • Monitor, solicit feedback and adjust course (of action)
  149. 149. SUMMARY: 9 KEY OD QUESTIONS TO ASK (KATESKESLER) • #1: Are we clear on the strategic growth choices? • #2: What new capabilities are needed? • #3: Have we agreed on the problem to be solved (diagnosis)? • #4: Have we explored organizational options and aligned on the core architecture (organizational model)? • #5: Have we identified the contributions of each layer, including leadership team (organizational chart and roles)?
  150. 150. SUMMARY: 9 KEY OD QUESTIONS TO ASK (KATESKESLER) • #6: What are critical points of integration and for what purpose (business handshake)? • #7: How do we resolve tension points? • #8: What oversight forums need to be configured and/or re-configured (governance)? • #9: What do we need to do to enable people in new or critical roles to succeed in the new model?
  151. 151. LEARNING ACTIVITY 19 • Group Discussion: • In light of the preceding learning activities, apply the 5-milestone organization (re)design process to your organization.
  152. 152. LEARNING ACTIVITY 20 • Group discussion: • By referring to the case study, respond to the following questions: ❑ Strategic HR Planning principles ❑ Strategic HR Planning process ❑ Organization design, in particular, Galbraith’s 5-star model (strategy, capabilities, structure, processes, metrics/rewards and people practices) ❑ General HR Planning and OD lessons, insights and strategies that can be applied to your organization.
  153. 153. CONCLUSION • Key points • Summary • Questions • Training Evaluation
  154. 154. TRAINING EVALUATION • Refer to the link: • https://www.surveymonkey.com/r/MYFQLHB
  155. 155. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter

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