This slideshow offers one of great{with}talent's most useful HR performance management tools: RACI. It's helpful for decreasing duplication of work, clarifying roles and building teamwork. Staff can understand their role and other's better, increasing employee engagement and saving resources.

1. {Product Name}Management Tool Kits:
Engaging Your People –
RACI
March 2014

2. What is RACI?
• A technique for exploring, capturing and
reviewing responsibilities linked to key initiatives
and goals.
• RACI helps teams to create and explicitly areas
different levels of roles and responsibilities in
relation to their key goals.

3. R
A
C
I
Responsibility ~ The doer
Responsible for action/implementation, can be more than one.
Accountability ~ The buck stops here
Ultimately responsible, Yes/NO veto.
Consulted ~ Skin in the game
Those who need to be consulted prior to final decision. Seek to
involve and engage.
Informed ~ Kept in the picture
Those who need to be informed once a decision is reached.
What does RACI stand for?

4. RACI Template
Actions for the Focus Area R A C I

5. How to use the tool
• The RACI process can be used as part of the action stage of your planning.
• Define a list of the key actions/goals in a column.
• Don’t include generic or obvious activities, e.g. attend meetings.
• List all the people (individuals, functions or teams) who will be directly or
indirectly involved with these actions (include those who will be impacted by
the action).
• Allocate a role/responsibility against each action.
• There can be only one accountability per activity;
• Only apply C (consultant) and I (Inform) to those who need to be, i.e. don’t just
put everyone down as a C or an I;
• It is okay for some people to have no responsibilities linked to some actions.
• Review the number of Rs, As, Cs and Is to sense check appropriate
allocations (see below for tips).
• Create greater ownership by involving the whole team in the planning
session and the creation of the RACI chart.

6. RACI Example
Actions for the
Focus Area
Roles and Responsibilities
Rita Bob Sue Tom Dick Harry Sally
Strategic Plan R+A I C/I I I I I
Leadership
Development R+A C C/I I I I I
External
Masterclasses
R+A I C/I C/I I I I
Commissioning
external
consultants
R+A C I C/I I I I
Strategic
Measurement
R+A I - I I I I
Professional
Development
R+A C - I I I I/C
Change Agent
Programme
R+A I C/I I I I I

7. Advantages of using RACI
• Explicitly clarifies and records key roles and
responsibilities.
• Reduces the risk of misunderstandings and subsequent.
• Reduces the risk of duplicated effort.
• Explicitly focuses on who needs to be engaged and
informed as the initiative progresses.

8. Tips for checking your RACI chart
If you find the Vertical Axis has: Possible Issue:
• Lots of Rs • Can the individual cope with their workload?
• No empty spaces • Too heavily involved
• No Rs or As • Why are they involved?
• Too many As • Potential bottleneck, need for greater delegation
If you find the Vertical Axis has: Possible Issue:
• No Rs • Lack of ownership, is the job being done?
• Too many Rs • Still no proper ownership, possible politics
• No As • Must be an A, buck passing
• Too many As • Confusion, power conflict
• Too few As and Rs • Process may be ad hoc, how can it be streamlined?
• Lots of Cs • Should some of these be Is?
• Too few Cs or Is
• Not engaging key stakeholders, likely to meet resistance. Action
was possibly too generic or low level for the chart
• Lots of Is • Are you simply cc’ing to cover your backside?