This document outlines a training program focused on data-driven strategic workforce planning and organization design, highlighting best practice principles and processes over two days. Key topics include diagnosing current HR practices, applying a six-step strategic HR planning process, organization design fundamentals, and metrics for talent management. It also emphasizes the importance of integrating HR strategies with business goals and fostering a proactive approach to workforce management.

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

3. 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

4. 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

5. 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

6. AGREE OR DISAGREE?
WHY?

7. OBJECTIVE #1:
The fundamental SHRM concepts

8. DEFINING THE
FUNDAMENTAL HRM
CONCEPTS
• Integrated Talent
Management
• (Strategic) HR
Planning
• Strategic HRM
• Organization Design
(OD)

9. INTEGRATED
TALENT
MANAGEMENT

10. INTEGRATED TALENT MANAGEMENT
ARCHITECTURE/SYSTEM

11. DEFINING
WFP -
GETTING IT
“RIGHT”

14. 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."

16. 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

17. STRATEGIC HR MANAGEMENT

19. STRATEGIC HRM VALUE CHAIN

20. 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.

21. STAR MODEL OF ORGANIZATION DESIGN
(GALBRAITH)

22. 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

23. 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

24. 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).

25. 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

26. #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

28. 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%

29. 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%

30. OBJECTIVE #2:
Diagnosis of current SWP practices

32. 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)?

33. • 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

34. • #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

36. 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.

37. 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.

38. 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%

39. 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%

40. OBJECTIVE #3:
Strategic Workforce/HR Planning

43. 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

45. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

47. 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

49. HR DEMAND FORECASTING
TECHNIQUES
• Ratio trend analysis
• Regression analysis
• Work-study techniques
• Delphi technique
• Flow models

51. 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

52. 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

53. 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

54. 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.

55. 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%

56. 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%

57. 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

59. 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.

60. 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

61. 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.

62. 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%

63. 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%

64. 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

65. STEP 2: IDENTIFY AND ASSESS SUCCESSORS –
9 BOX MATRIX

66. GALLUP LEADERSHIP ASSESSMENT
• The four dimensions are:
❑Direction
❑Drive
❑Relationship
❑Management

67. ASSESSING LEADERSHIP POTENTIAL
(GALLUP)

68. STEP 4: RECONCILING/GAP ANALYSIS

69. LEARNING ACTIVITY 5
• Group Discussion:
• Apply steps 1-4 of the
Workforce/HR Planning
process in the context of
your organization.

70. STEP 5:
IMPLEMENTING -
INTERVENTIONS
• Develop and initiate a
Resourcing Strategy
• Matching strategy
(intervention) with
scenario (surplus or
deficit)
• Action plan-based
implementation
methodology

71. 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

72. 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.

73. 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.

74. 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.

75. 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.

76. 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

77. HRM ACTION PLAN (INTERVENTION) TEMPLATE

78. STEP 6: MONITOR, EVALUATE AND ADJUST THE
HR ACTION PLAN

79. LEARNING ACTIVITY 6
• Group Discussion:
• Apply steps 5-6 of the
Workforce/HR
Planning process in the
context of your
organization.

80. OBJECTIVE #3:
Strategic Workforce Planning Metrics and
Auditing

81. 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

82. 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

83. 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.

84. 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%

85. 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%

86. 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

88. 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?

89. 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

90. 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?

91. 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.

92. OBJECTIVE #4:
Organization design fundamentals

93. 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.

94. MECHANICS AND DYNAMICS OF OD

95. 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."

96. HIPO – 5
STRANDS OF
SUCCESS

98. 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

99. 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

100. 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

101. 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.

102. OBJECTIVE #5:
Organizational Structure

103. 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?

104. 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.

105. 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)

106. 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)

107. 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.

108. 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

109. 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.

110. 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%

111. 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%

113. 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?

114. OBJECTIVE #6:
Organizational Processes

115. ORGANIZATIONAL
PROCESS-ORIENTED
KEY QUESTIONS
• How are decisions made?
• How does work flow between roles?
• What management processes need to
be defined?

116. 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)

117. 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)

119. 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

120. 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

121. 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

122. 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?

123. OBJECTIVE #7:
People Practices

124. ORGANIZATIONAL PEOPLE
PRACTICES-ORIENTED KEY
QUESTIONS
• What talent is
needed?
• What HR practices
and routines are
critical to our
capabilities (core
competencies)?

127. ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE
INDICATORS

128. 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.

129. 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

130. 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.

131. 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%

132. 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%

133. 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

135. 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.

136. OBJECTIVE #8:
Metrics and Rewards

137. ORGANIZATIONAL METRICS
AND REWARDS KEY
QUESTIONS
• What metrics
should go on our
business dashboard?
• What incentives will
drive the right
behaviour?

138. 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.

139. 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.

140. 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.

141. 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%

142. 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%

143. 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

144. PERFORMANCE EQUATION
COMPUTING THE PERFORMANCE POTENTIAL SCORE
(PPS)

145. DASHBOARD
PERFORMANCE
METRICS
• Workforce
Productivity
• Compensation and
Benefits
• Refer to the examples
(pages 116-117 in the
Learner Manual)

146. 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.

147. STRATEGIC TOTAL REWARDS MANAGEMENT (STORM)

148. • 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

149. COMPONENTS OF TOTAL REWARD
STRATEGY

150. • 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

151. • #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

152. • 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

153. 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.

154. 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%

155. 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%

156. 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%

157. 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%

158. HAY GROUP MODEL

160. TOTAL REWARDS STRATEGY - PROCESS
FLOW

161. • 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

162. BENEFITS OF TRS

163. 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.

164. OBJECTIVE #9:
Organization Design Implementation Process

165. KATESKESLER
CONSULTING
APPROACH
• What is Organization
Design?
• https://www.youtube.
com/watch?v=41v3PE
NTEXw

166. FIVE MILESTONE OD DESIGN PROCESS
(KATESKESLER)

167. #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

168. #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

169. #3:
INTEGRATION
Tie the pieces
together ‐ design the
points of linkage
across boundaries
Define power
relationships

170. #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

171. #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)

172. 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)?

173. 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?

174. LEARNING ACTIVITY 19
• Group Discussion:
• In light of the preceding
learning activities, apply the
5-milestone organization
(re)design process to your
organization.

176. 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.

178. CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation

179. TRAINING EVALUATION
• Refer to the link:
• https://www.surveymonkey.com/r/MYFQLHB

180. 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