Organizational & People Effectiveness


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Organizational & People Effectiveness

  1. 1. Organizational Development & People Effectiveness Related costs & budgeting
  2. 2. 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
  3. 3. Organizational Analysis: where are we now ? <ul><li>Organization & People Assessment Tool </li></ul><ul><li>  </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>  </li></ul>
  4. 4. <ul><li>Create Succession & Development plans that: </li></ul><ul><li>Reinforce The CompanyCompetencies through skills assessment and </li></ul><ul><li>in developmental activities in order to insure a performance culture and results driven organization. </li></ul><ul><li>Drive The CompanyCORE Competencies: </li></ul><ul><li>Innovation & Creativity - identifies/pursues new ideas/methods </li></ul><ul><li>Makes & Meets Commitments </li></ul><ul><li>Good Communicator - keeps others informed; open & honest </li></ul><ul><li>Integrity & Trust - widely trusted, direct, & truthful; admits mistakes </li></ul><ul><li>Team Player - cooperative & considerate </li></ul><ul><li>Practices Continuous Improvement - looks for better ways to work </li></ul><ul><li>Customer Focus - responsive to others needs </li></ul>What are we going to do?
  5. 5. What are we going to do? <ul><li>Create Succession & Development plans that: </li></ul><ul><li>Drive The Company Management Competencies: </li></ul><ul><li>Management Leadership - inspires/motivates people toward common goals </li></ul><ul><li>Global Approach - looks at worldwide perspective </li></ul><ul><li>Business Acumen - knows how business works; current with trends & tactics </li></ul><ul><li>Develops People - mentors/coaches/empowers others & supports their growth </li></ul><ul><li>Delegation - Clearly & comfortably delegates </li></ul><ul><li>Managerial Courage- faces people problems & gives actionable feedback </li></ul>
  6. 6. How are we going to do it? <ul><li>Project completion: The assessment and recommendations to be completed no later than August 31 st 2008 and process to commence in April with organization assessment process. </li></ul><ul><ul><li>Define organization structure in terms business strategy and commercial unit priorities </li></ul></ul><ul><ul><li>Better defined roles and responsibilities, as well as deliverables and performance expectations </li></ul></ul><ul><ul><li>Determine percentage of STI for completion of Group objectives at the senior leadership staff. </li></ul></ul><ul><ul><li>Offer incentives, rewards & recognition for </li></ul></ul><ul><ul><li>Group Behavior and exchange of best practices. </li></ul></ul>
  7. 7. How are we going to do it? <ul><li>Offer training & development programs in: </li></ul><ul><ul><ul><ul><li>Leadership </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Project management </li></ul></ul></ul></ul><ul><ul><ul><ul><li>People skills </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Functional expertise </li></ul></ul></ul></ul><ul><li>Create behavior change by a sense of urgency, results driven and motivation and balance between consistency and change by: </li></ul><ul><li>Shows support and helps the people in development areas </li></ul><ul><li>Be honesty with other people and recognizes mistakes </li></ul><ul><li>Allocate tasks and know how to delegate – autonomy </li></ul><ul><li>Seek a continuous improvement philosophy </li></ul><ul><li>Support teamwork - create a professional environment </li></ul><ul><li>Develops a sense of leadership and purpose, as </li></ul><ul><li>well as of vision and strategy </li></ul><ul><li>Shares recognition for a job well done </li></ul><ul><li>Co-operate to achieve shared objectives </li></ul><ul><ul><li> Offer incentives, rewards & recognition for Group Behavior and exchange of best practices. </li></ul></ul>
  8. 9. Succession Planning Training & Development Build people and organizational capabilities Increased organizational effectiveness Create Group Identity & Behavior Bringing it together
  9. 10. What Rewards & Motivates ? <ul><li>Financial (recognition) </li></ul><ul><ul><li>salary </li></ul></ul><ul><ul><li>bonus </li></ul></ul><ul><ul><li>share option </li></ul></ul><ul><ul><li>fringe benefits </li></ul></ul><ul><li>Non-Financial (motivation) </li></ul><ul><ul><li>Status </li></ul></ul><ul><ul><li>Assignments </li></ul></ul><ul><ul><li>Career Opportunities </li></ul></ul><ul><ul><li>Development </li></ul></ul><ul><ul><li>Training </li></ul></ul>
  10. 11. policies procedures benefits employee relations succession planning compensation management training & development BUSINESS IMPACT MANAGEMENT EXCELLENCE high low functional expertise
  11. 12. <ul><li>Phase 1: Organizational – Review and Analysis </li></ul><ul><li>Focusing on headcount, people and structure </li></ul><ul><li>Analysis of current organization in terms of headcount and staffing requirements </li></ul><ul><li>Job descriptions: functions and responsibilities </li></ul><ul><li>Proposed organizational structure focusing on </li></ul><ul><ul><ul><li>Current business requirements </li></ul></ul></ul><ul><ul><ul><li>Benchmarking </li></ul></ul></ul><ul><li>Implementation: communication and receiving buy-in </li></ul><ul><li>Timeframe, next steps and savings </li></ul>
  12. 13. Organization Structure Validation <ul><li>BUSINESS UNIT - Bound to commercial strategy </li></ul><ul><li>MANAGEMENT - Bound to Culture and Organization </li></ul><ul><li>FUNCTIONAL - Bound to Business Processes </li></ul><ul><ul><ul><li>Recognizing a need for change </li></ul></ul></ul><ul><ul><ul><li>Define strategy /organization/function </li></ul></ul></ul><ul><ul><ul><li>Define leadership challenges </li></ul></ul></ul><ul><ul><ul><li>Define future organizational structure </li></ul></ul></ul><ul><ul><ul><li>Define development positions </li></ul></ul></ul><ul><ul><ul><li>Validate competencies (interview, questioning & test) </li></ul></ul></ul><ul><ul><ul><li>Assess current competencies </li></ul></ul></ul><ul><ul><ul><li>Action plan to bridge gaps and track careers </li></ul></ul></ul>
  13. 15. 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
  14. 16. <ul><li>Entrepreneurship </li></ul><ul><li>Managing vision & purpose </li></ul><ul><li>Functional excellence </li></ul><ul><li>Dealing ambiguity </li></ul><ul><li>Strategic with capability </li></ul><ul><li>Business acumen </li></ul><ul><li>Financial acumen </li></ul><ul><li>DELIVERING VALUE </li></ul><ul><li>MAKING PLAN </li></ul><ul><li>Innovation Management </li></ul><ul><li>Timely decision making </li></ul><ul><li>Drive for results </li></ul><ul><li>Customer focus </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>Interpersonal effectiveness </li></ul><ul><li>Building effective teams </li></ul><ul><li>Withstands pressure </li></ul><ul><li>People development </li></ul><ul><li>Takes ownership </li></ul>Organizational Competencies
  15. 17. Review Business Unit Structure Team Leader Function Manager President Manager RESPONSIBILITY Individual Contributor CAPABILITY Senior Management Middle Management Managerial Staff Top Management
  16. 18. Job Specifications <ul><li>Purpose </li></ul><ul><li>Accountabilities </li></ul><ul><li>Results </li></ul><ul><li>Knowledge, Skills and Attitude </li></ul><ul><li>Competenci es </li></ul>Task Input Behavior
  17. 19. Matching People to Jobs <ul><li>Values, Drives, Traits, Self Esteem </li></ul><ul><li>Knowledge, Skills, </li></ul><ul><li>Experiences </li></ul>Characteristics Education Maturity
  18. 20. Phase 2: People Assessment Structure Business Strategy Business Plan <ul><li>Financials </li></ul><ul><li>Customers </li></ul><ul><li>Processes </li></ul><ul><li>Innovation </li></ul>Organizational Values Succession Selection Development Performance
  19. 21. Performance Profiler <ul><li>Assessment matrix </li></ul><ul><ul><li>Core Competencies </li></ul></ul><ul><ul><li>Management Competencies </li></ul></ul><ul><ul><li>Interpersonal Competencies </li></ul></ul><ul><li>Gear Job Design </li></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Professionals </li></ul></ul><ul><li>Supported by a Software tool – Cambria Consultants </li></ul><ul><ul><li>The platform for a bench strength assessment of the top 50 managers. </li></ul></ul>
  20. 22. Competencies Application & Implementation Selection Appraisal Development Career Tracking Succession Planning Group Objectives Unit Strategies Competencies Rewards
  21. 23. Example: Assessment Matrix <ul><li>PURPOSE of the Job </li></ul><ul><li>Most important ACCOUNTABILITIES : </li></ul><ul><ul><li>Make the Annual Operating Plan </li></ul></ul><ul><ul><li>Define and Assess performance of key Business Processes </li></ul></ul><ul><li>Most important OUTPUTS of the Accountabilities: </li></ul><ul><ul><li>Accepted Annual Operating Plan </li></ul></ul><ul><ul><li>Adequate Mgmt.Information System </li></ul></ul><ul><li>SKILLS, KNOWLEDGE and ABILITIES needed to enable the production of the Outputs: </li></ul><ul><ul><li>Knowledge Functional Mgmt. </li></ul></ul><ul><ul><li>System Thinking </li></ul></ul><ul><ul><li>Sense of Urgency </li></ul></ul><ul><li>COMPETENCIES and related BEHAVIOR needed to Satisfy Clients/Customers and Management </li></ul><ul><ul><li>Strategic Thinking </li></ul></ul><ul><ul><ul><li>Demonstrating an integrated Business approach </li></ul></ul></ul><ul><ul><ul><li>Spotting problems early to prevent them getting bigger </li></ul></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><ul><li>Communicating vision/direction clearly and unambiguously </li></ul></ul></ul><ul><ul><li>Make Plan </li></ul></ul><ul><ul><ul><li>Taking responsibility for decisions, actions and results </li></ul></ul></ul>
  22. 24. Assessment (example) <ul><li>Entrepreneurship </li></ul><ul><li>Strategic Thinking </li></ul><ul><li>Makes Plan </li></ul><ul><li>Knows the Business </li></ul><ul><li>Leadership </li></ul><ul><li>People Skills </li></ul><ul><li>Corporate Values </li></ul><ul><li>Set Aggressive goals </li></ul><ul><ul><li>Drives for results </li></ul></ul><ul><ul><li>demonstrates a strong commitment to organizational success </li></ul></ul><ul><ul><li>Works to do what is best for all stakeholders. </li></ul></ul><ul><li>Financial Acumen </li></ul><ul><ul><li>Understand the meaning and implications of key financial indicators </li></ul></ul><ul><ul><li>Manages overall financial performance </li></ul></ul><ul><ul><li>Leads sound financial processes tailored to maximize profitability </li></ul></ul><ul><li>Driving Execution </li></ul><ul><ul><li>Assigns clear authority and accountability </li></ul></ul><ul><ul><li>Manage change, while maintaining operating effectiveness </li></ul></ul><ul><ul><li>Integrates efforts across units and functions, </li></ul></ul><ul><ul><li>monitors results, tackles problems directly and with urgency </li></ul></ul>
  23. 25. <ul><li>Phase 3: </li></ul><ul><li>Training & Development drives performance </li></ul><ul><li>..W hat our best people do more often, in more situations, with better results </li></ul><ul><li>Training can enhance behaviors and results - which are related to effective performance in a particular job. </li></ul><ul><li>Development is vital to the successful delivery of desired results. </li></ul><ul><li>Training not only prepares the individual for superior performance but motivates and retains good performers. </li></ul>
  24. 26. 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
  25. 27. Training Framework <ul><li>Entrepreneurship </li></ul><ul><li>Know the Business </li></ul><ul><li>Strategic Thinking </li></ul><ul><li>Makes Money </li></ul><ul><li>Leadership </li></ul><ul><li>People Skills </li></ul><ul><li>Corporate Values </li></ul><ul><li>Marketing </li></ul><ul><li>Sales </li></ul><ul><li>Operations </li></ul><ul><li>Finance </li></ul><ul><li>Human Resources </li></ul>Management Competencies BUSINESS PEOPLE FUNCTION Competency Category Development Focus Manage coaching to strengthen Abilities Organize experiences to improve Skills Provide platforms to transfer Knowledge
  26. 28. Training Needs Analysis <ul><li>Desired Results </li></ul><ul><li>3 to 5 objectives related to: </li></ul><ul><ul><li>Responsibilities </li></ul></ul><ul><ul><li>Team Scorecard </li></ul></ul><ul><li>Desired Behaviour </li></ul><ul><li>3 to 5 behaviors related to: </li></ul><ul><ul><li>Job Profile </li></ul></ul><ul><ul><li>Competency Assessment </li></ul></ul>
  27. 29. 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)
  28. 30. Assess Readiness Objectives Focus Development Potential B-Players Potential A-Players Target <ul><li>Role-plays/Excercise </li></ul><ul><li>360 o Feedback (PDI) </li></ul><ul><li>Round Tables </li></ul><ul><li>Role-plays/Excercise </li></ul><ul><li>360 o Feedback (PDI) </li></ul><ul><li>Round Tables </li></ul>Methods Execution Cambria Personnel Decision International Outcomes <ul><li>Short Report </li></ul><ul><li>Development Plan </li></ul><ul><li>Short Report </li></ul><ul><li>Extended Report </li></ul><ul><li>Development Plan </li></ul>Follow Up <ul><li>Coaching Dev. Plan </li></ul><ul><li>Corporate Training </li></ul>Mentoring & Coaching Composition Group of 30 participants Group of 20 participants Estimated Costs $ 30,000 <ul><ul><ul><ul><li>$ 50,000 </li></ul></ul></ul></ul>Developing Leaders
  29. 31. 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
  30. 32. 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
  31. 33. 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
  32. 34. <ul><li>Finance Training </li></ul><ul><li>Target Group B Players with potential for growth </li></ul><ul><li>Modules Business Developments, Project costing Value Creation, Business Controls, </li></ul><ul><li>Faculty Corporate Finance </li></ul><ul><li>Champion CFO </li></ul><ul><li>Project Mgr. Finance Expert (to be selected) </li></ul><ul><li>Time Cons. 2 x 5 days spread over 1 yr. </li></ul><ul><li>Start Planned : December 2008 </li></ul><ul><li>Attendees : 25 per program </li></ul>
  33. 35. 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
  34. 36. Succession Planning helps to identify possible successors and those &quot;high potential&quot; 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. .
  35. 37. 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
  36. 39. Career Planning - example Establish a Finance function that is seen as a key contributor to business success and growth <ul><li>Participle actively in drafting operational strategies </li></ul><ul><li>Initiate and facilitate improvements of business processes </li></ul><ul><li>Find and apply Best Practices in Finance </li></ul><ul><li>Manage Finance as a service oriented unit </li></ul>
  37. 40. 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
  38. 41. 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
  39. 42. Implementation Plan <ul><li>First Design of New Framework - April ‘08 </li></ul><ul><li>Discussion concept with senior leaders </li></ul><ul><li>Assessment & Outcomes </li></ul><ul><li>Communication results to Sr. Management </li></ul><ul><li>Infusing final design (August ) </li></ul><ul><li>Integrating and re-new (FY’09 ) </li></ul>