Pinpointing Your Company’s Key Players | Insperity OrgPlus

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It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. Without visualizing the company holistically, it’s difficult for leadership to make quality decisions about roles and responsibilities. And having the right people in key roles is vital to a company’s success.

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  • It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. Without visualizing the company holistically, it’s difficult for leadership to make quality decisions about roles and responsibilities. And having the right people in key roles is vital to a company’s success.
  • It offers companies a way to engage and align talent while providing an opportunity to maximize productivity and contributions from each individual. The goal is going to be efficiency.
  • First, companies need to realize there current capabilities as an organization. Where do they stand today? Some of the most common key metrics that every company should examine at minimum is current headcounts, budgeted headcounts and the span of control for all department managers.
  • These are some of the key elements that will determine operational efficiencies in an organization. Maybe your company has experienced significant growth recently or anticipates significant growth. A key way of keeping a handle on your company’s alignment is seeing where these key factors affect your organization and will allow you to be more agile in deciding where to maximize your talent. For me personally, I’m a visual learner. Sometimes complex situations are best expressed to me visually.
  • Now that you've determined the basics – what other elements can help in analyzing your workforce? Let’s dig deeper into workforce demographics. By identifying skill gaps and prioritizing them, the organization can proactively close those gaps through hiring, training or outsourcing.
  • Other areas to identify in your organization can include the skills mix of your employees. Some companies go as far as identifying employee shirt sizes or golf handicaps. That’s certainly up to the discretion of company.
  • High performing employees are committed to the success of the company and are more in line with it’s overall goals. According to the American Management Association, managers and executives most say that the four Cs — critical thinking, communication, collaboration, and creativity — have been articulated within their organizations as priorities for employee development, talent management, and succession planning.
  • Some employees maybe on a different sector of the spectrum. How will this play into our demo later? Remember CONDITIONAL FORMATTING.
  • We were able to identify and pinpoint characteristics of our employees, but what about our departments?It may be difficult to know what departments usually meet these criteria and may need to be considered for realignment. A troubled department might lead to high turnover. A great department might lead to retention.
  • Knowing more about departments and employees helps determine flight risks and termination risks.
  • Is there a way to identify these indicators …
  • Conversely, managers who consistently retain employees may deserve consideration for a promotion or additional headcount.
  • Making decisions based on solid facts and analytics is critical to your business’s overall competitive strategy. Business leaders and HR professionals need to be able to see any anomalies in their company when it comes to employees and compliance metrics.
  • Key employees exist at all levels of your organization. This means succession planning is a companywide endeavor, not something reserved only for executives. Don’t think of it as disaster recovery; succession planning should be a part of your business’s overall development strategy.
  • Companies buying or combining with other companies must consolidate their resources to maintain peak efficiency. This means identifying the elite employees within each organization and reducing redundant positions. Organization charts should be prepared, dated and distributed as soon as possible to all stakeholders. Initially, these charts don’t have to be complete in every detail. However, if the charts are not complete, be sure to address that fact and explain that more detail will be forthcoming.
  • Insperity™ OrgPlus™ RealTime is a cloud-based organizational management solution that empowers businesses to strategically plan, refine and analyze their entire workforce to make more informed decisions and better adapt to organizational change.
  • Pinpointing Your Company’s Key Players | Insperity OrgPlus

    1. 1. OrgPlusTMRealTime DemoPinpointing YourCompany’s KeyPlayers
    2. 2. 2Introduction• More than 27 years of HR experience• Listed NYSE: NSP• Insperity business performance solutionssupport more than 100,000 businesses withmore than 2 million employeesMission StatementThe mission of Insperity is to help businessessucceed so communities prosper.
    3. 3. 3Why Organizational Planning?Start with structure• Identify strongemployees• Define hierarchy soemployees know whodoes what and whoreports to whom• Better preparecompany to improveoperational efficiency• Align businessfor growth
    4. 4. 4Growth Through Org PlanningKey functions• Determining the rightsize of the workforce• Creating an idealorganizationalstructure• Maximizing theengagement ofemployees• Making sure theinfrastructuresupports theseprocesses
    5. 5. 5Planning for Growth – “Right Size”State of company basedon current workload?• Total headcount• Budgeted headcount• Span of control fordepartment managers
    6. 6. 6Planning for Growth – “Right Size”Envision company’sfuture configuration• Adding headcount• Shifting employeesbetween departments• Recalculatingdepartment budgets
    7. 7. 7Workforce AttributesStaffing mix• Internal vs. externalresources• On-site or off-site• Full time vs. part time• Contract labor• Outsourced labor
    8. 8. 8Workforce AttributesSkills mix• Education• Training• Languages spoken
    9. 9. 9Performance MetricsKey indicators• Are they a keyemployee?• When was their lastpromotion?• What’s their locationwithin the salarygrade?• What’s theirperformance rating?
    10. 10. 10Performance MetricsPlan of action• Is the employee aflight risk?• Do they needcoaching to improve?• Are they eligible for apromotion?
    11. 11. 11Budgeting and PlanningIf a department is consistently under or overbudget, it’s time to consider realigning yourorganizational structure to more efficientlyappropriate these funds.
    12. 12. 12Turnover and RetentionDirect costs of turnover• Recruiting fees• Separation pay• Overtime pay forworkers who fill in• Time spentinterviewing• Onboarding andtraining
    13. 13. 13Turnover and RetentionIndirect costs of turnover• Delays in customer service• Lost business opportunities• General business disruption
    14. 14. 14Prevent Turnover at Different LevelsIf a manager has a poor turnover ratio, it might betime to give somebody else a shot.
    15. 15. 15Diversity in the CompanyKey compliance metrics• Age• Tenure• Gender ratios• Ethnicity
    16. 16. 16Succession PlanningThe objective of succession planning is to ensurethat the organization will continue to be effectiveand competitive.
    17. 17. 17Change Management• Mergers andacquisitions• Product or marketconsolidations• Reductions in force• Selling off businessunits
    18. 18. 18Harnessing ChangeNow that you’ve pinpointed the cream of yourcompany crop, you can make well-informeddecisions regarding where they fit into theorganizational structure.And when things inevitably get shakenup, you’ll be better prepared to handle it.
    19. 19. 19Why Insperity™ OrgPlus™ RealTime?• Role-based security• Online access• Track and measure key employee metrics• Insight into workforce changes• Manage mergers, acquisitions, turnover and growth• In-the-cloud infrastructure
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