Organizational & People EffectivenessPresentation Transcript
Organizational Development & People Effectiveness Related costs & budgeting
Planning Process Phase 1 – April ‘08 Organizational Assessment Phase 2 - May Competencies Development Phase 3 – June People Assessment & Development Phase 4 – September Consolidation & Succession Results
Organizational Analysis: where are we now ?
Organization & People Assessment Tool
Purpose: To permit an unbiased appraisal and assessment of current organization structure and management competencies in order to assist in the evaluation, development and placement of current personnel and to fill future vacancies in terms of succession planning activities.
Methodology: The process will be to evaluate senior management ‘s staff (VP and Director level) in terms of management competencies and job fit through performance discussions, possible testing and on-the-job evaluations.
Create Succession & Development plans that:
Reinforce The CompanyCompetencies through skills assessment and
in developmental activities in order to insure a performance culture and results driven organization.
Drive The CompanyCORE Competencies:
Innovation & Creativity - identifies/pursues new ideas/methods
Makes & Meets Commitments
Good Communicator - keeps others informed; open & honest
Organizational Assessment Process Company objective setting Process/Unit objective setting Indivdual objective setting Performance Review On-Going Feedback Corrective actions Re-setting objectives Training and Development Career Planning Rewards and Recognition
Managing vision & purpose
Strategic with capability
Timely decision making
Drive for results
Building effective teams
Review Business Unit Structure Team Leader Function Manager President Manager RESPONSIBILITY Individual Contributor CAPABILITY Senior Management Middle Management Managerial Staff Top Management
Knowledge, Skills and Attitude
Task Input Behavior
Matching People to Jobs
Values, Drives, Traits, Self Esteem
Characteristics Education Maturity
Phase 2: People Assessment Structure Business Strategy Business Plan
Organizational Values Succession Selection Development Performance
Gear Job Design
Supported by a Software tool – Cambria Consultants
The platform for a bench strength assessment of the top 50 managers.
Competencies Application & Implementation Selection Appraisal Development Career Tracking Succession Planning Group Objectives Unit Strategies Competencies Rewards
Example: Assessment Matrix
PURPOSE of the Job
Most important ACCOUNTABILITIES :
Make the Annual Operating Plan
Define and Assess performance of key Business Processes
Most important OUTPUTS of the Accountabilities:
Accepted Annual Operating Plan
Adequate Mgmt.Information System
SKILLS, KNOWLEDGE and ABILITIES needed to enable the production of the Outputs:
Knowledge Functional Mgmt.
Sense of Urgency
COMPETENCIES and related BEHAVIOR needed to Satisfy Clients/Customers and Management
Demonstrating an integrated Business approach
Spotting problems early to prevent them getting bigger
Communicating vision/direction clearly and unambiguously
Taking responsibility for decisions, actions and results
Knows the Business
Set Aggressive goals
Drives for results
demonstrates a strong commitment to organizational success
Works to do what is best for all stakeholders.
Understand the meaning and implications of key financial indicators
Manages overall financial performance
Leads sound financial processes tailored to maximize profitability
Assigns clear authority and accountability
Manage change, while maintaining operating effectiveness
Integrates efforts across units and functions,
monitors results, tackles problems directly and with urgency
Training & Development drives performance
..W hat our best people do more often, in more situations, with better results
Training can enhance behaviors and results - which are related to effective performance in a particular job.
Development is vital to the successful delivery of desired results.
Training not only prepares the individual for superior performance but motivates and retains good performers.
1. IDENTIFY THE TRAINING REQUIREMENT: Identify, prioritise the skills required for superior perfor- mance in the position 2. COMPOSING THE TRAINING PROGRAM Divide the roles between the team members TRAINING NEED ANALYSIS 3. DECISION MAKING Evaluate/compare information/ Identify positive/manage gaps versus needs 4. INDUCTION AND DEVELOPMENT Include plans for bridging skills gaps
Know the Business
Management Competencies BUSINESS PEOPLE FUNCTION Competency Category Development Focus Manage coaching to strengthen Abilities Organize experiences to improve Skills Provide platforms to transfer Knowledge
Training Needs Analysis
3 to 5 objectives related to:
3 to 5 behaviors related to:
Development for Team Leaders Individual Contributor Team Leader Functional Manager Functional Development Business Development People Development Product Management Knowing Watch business Job Introduction International Brand Management Situational Leadership II Project Management Managing Marketing (IMD) Motivating People Introduction to business Strategies N/A Executive Development (Wharton) Advanced Management (INSEAD)
Assess Readiness Objectives Focus Development Potential B-Players Potential A-Players Target
360 o Feedback (PDI)
360 o Feedback (PDI)
Methods Execution Cambria Personnel Decision International Outcomes
Coaching Dev. Plan
Mentoring & Coaching Composition Group of 30 participants Group of 20 participants Estimated Costs $ 30,000
Examples of Training Middle Mgmt MT Situational Leadership Awareness creating Needs analysis (skills building workshop) Timing for Leadership program Month 1 Month 2 Competency enhancing (seminar) Month 3
Project Management Training Target Group B Players with potential Modules Mufti-tasking. Activity planning Timeline and Deliverables Faculty Kepnor Tregor Champion CEO Project Mgr. Human Resources Time Cons. 2 days Start Planned : May 2008 Attendees 25 per program
Modules : Marketing Strategy Faculty : Insead, Harvard, Kellogg, Delivery : External Champion : President The CompanyBusiness Project Mgr. Human Resources Time Cons. : 3 x 5 days spread over 1 yr. Start Planned: September 2008 Attendees : 25 senior leaders Business Strategy
Target Group B Players with potential for growth
Modules Business Developments, Project costing Value Creation, Business Controls,
Faculty Corporate Finance
Project Mgr. Finance Expert (to be selected)
Time Cons. 2 x 5 days spread over 1 yr.
Start Planned : December 2008
Attendees : 25 per program
Phase 4: Succession Planning Top Management Senior Man a gement Management Performance Mgmt. Career Mgmt. Strategic Mgmt. Development Plans Career Tracking Competency Validation Succession Planning
Succession Planning helps to identify possible successors and those "high potential" candidates, whose rapid development earmarks them for greater position opportunities or key management positions. Getting the right person in the right job is the goal. Training current employees for roles that may not exist now, but most assuredly will exist in the future. Succession Planning will be conducted for - Director level (i.e. 3rd level) and up. Creating a graphical, easy-to-understand organization chart with visual identification of positional successors and candidate readiness. Succession process evaluates candidate readiness (promotion capacity) as direct correlative competency to success. Succession Planning allows for appraisals and customized views of individuals as well as any development hurdle to preparedness. It also facilitates the identification of those employees whose rapid development earmarks them for greater opportunities. Succession Planning assists in successor selection process, comparing logical and targeted candidates on a broad range of parameters, including job fit and development opportunities. .
Development assignments set the stage for a continuous process of identifying strengths, talents and abilities of employees, as well as helping to define their career goals. Also, identified employees that are ready for greater job responsibilities and that should participate in OJT (on-the-job) training as well as on temporary rotational assignments with greater responsibility in order to be ready for promotional opportunities. Regular assessments of employee performance and potential for responsible roles in the future will help map out a people strategy. Identified Successor = ready now Identified Successor = ready 2 -3 years Identified Successor = ready longer term 3-5 years
Career Planning - example Establish a Finance function that is seen as a key contributor to business success and growth
Participle actively in drafting operational strategies
Initiate and facilitate improvements of business processes
Find and apply Best Practices in Finance
Manage Finance as a service oriented unit
Career Track in Finance – an example Entry position Development position Main Career Path Fin.Accountant Fin.Analyst Internal Aud. Gen. Accountant Gen. Accountant Auditor Controller Controller Mgr.Budget Planning Sr.Auditor Mgr.Staff Dep. Mgr.Marketing General. Mgr. President VP Finance
Results of Career Planning Being a member of the wining management team Learning and developing in terms of the wider implications of strategic thinking and consequences of not doing so How the Finance function can best contribute to the business and individuals can be better utilized Focusing on continuous improvement as a competitive advantage towards value added business processes