Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People

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1 Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People

2 What topics does this toolkit address? How to organise your people and structure your team How to performance manage and develop your people How to attract, recognise and shape talent How to deploy and support and your people Slide 2

3 Case study: Mathare Youth Sports Association (MYSA) As part of the partnership with Beyond Sport worked with MYSA throughout 2012 supporting them to develop an HR strategy aligned to their organisational objectives. We empower young people to fulfil their potential and improve their lives and their communities through sport. MYSA is run by and for young people, building a brighter future for Kenya... Slide 3

4 Making Best Use of Your People How to organise your people and structure your team

5 Why is organisation design important? Organisation charts... Give a diagrammatical representation of the structure of the organisation Clearly illustrate reporting relationships Give a hierarchal view of positions within the organisation, function or department And they are a great way to identify... Key roles Where the focus of activity lies Spans of control Where decision making bottle necks may lie Key relationships Slide 5

6 Key principles of good organisational design These principles can be used to think about what is important when designing an organisation structure. They can be used to generate a set of structural considerations and recommendations that will help to drive organisational performance. Strategy The design should ensure that enough management attention is allocated to determining core strategic objectives and achieving key operational objectives Influence The design should ensure that those who hold critical specialist skills or influential decision making powers are protected from being influenced by internal or external factors People The structure should reflect the motivations, values and talents of the workforce and also provide clear accountabilities for managers and their teams Flexibility The organisation must be able to flex according to both its future needs and within any constraints imposed upon it as well as adjusting to any new ways of working Decisions Determine where decisions are made within the organisation and who has ultimate decision making powers; this should be reflected in the hierarchical structure Simplicity The design should ensure that any difficult links, either internal (i.e. reporting)s or external (i.e. Suppliers), in the old organisation are eliminated and/or simplified Slide 6

7 Example: how is MYSA s structured? MYSA s structure ensures that the organisation is aligned by functions and that staff are organised and managed by work level. There are five key worklevels, each with different strategic or operational priorities within the organisation. Worklevels Organisation Design Board of Trustees Level 5 Managing organisation Executive Council Academy Advisory Board Level 4 Managing strategy Executive Director David Thiru Level 3 Managing function P.A, Marketing, Communications & I.T Director Ismail Hussein Marketing And HR, Procurement, Facilities & Legal Director George Kamau Development Director Maqulate Onyango Operations Director Stephen Muchoki Finance, Strategy & Planning Director Veronicah Kigotho Academy Director Henry Majale Level 2 Managing others Fundraising Manager (MYSA and the Academy) Special Events, Youth Exchange & Information Manager HRM & Leadership Awards Manager Facilities, Procurement & Assets Manager Youth Rights Protection Project Manager Slum Libraries & Study Halls Project Manager Arts & Culture Project Manager Suspended Shoot-back Project Manager Suspended HIV/AIDS Awareness Co-ordinator Environment Co-ordinator Strategy & Planning Manager Accounts & Reporting Manager Training Production Manager Training Manager Level 1 Managing self Football for Hope Project Manager Child at Risk Project Manager Suspended Talent Development Manager Community Radio Project Manager New Project Zone Manager Zone Manager Women s Team Coach (SME) New Project Zone Co-ordinators (x8) Zone Co-ordinators (x8) Slide 7

8 Be clear about roles and responsibilities... Use a RACI to activities and decisions and the individuals and / or groups that should be involved by asking two simple questions: 1. What must be done? 2. Who must do it? Responsible the doer The individual(s) who actually completes the task, ensuring action / implementation. Accountable the buck stops here The individual who is ultimately responsible only one A can be assigned. Consult in the loop The individual(s) to be consulted prior to a final decision or action two-way communication. Inform in the picture The individual(s) who needs to be informed after a decision or action is taken one-way communication. Slide 8

9 Developing robust job description (1/2) Robust job descriptions not only help provide clarity around an individual s day-to-day roles and responsibilities; they also play a critical role in recruitment and selection, performance and talent management, and employee relations. Example: job description for MYSA s HR, Procurement and Facilities Director Job title: HR, Procurement and Facilities Director Reports to: Executive Director Direct reports: Football For Hope Manager, Youth Rights Protection Manager, Slum Libraries and Study Halls Manager Function: HR, Procurement and Facilities Location: MYSA HQ, Nairobi Worklevel: Director Overall purpose of job: Responsible for providing an innovative and strategic solution for initiating, developing and coordinating MYSA s Projects. Key responsibilities: Support the development and implementation of a sound system of internal control that supports the achievement of MYSA s policies, aims and objectives. Slide 9

10 Developing robust job description (2/2) Review and test regularly the control systems for reducing risk and preventing fraud, and implement new controls to do so where appropriate. Identify, develop plans for, and implement new Development projects across MYSA. Programme management of the Function s portfolio of projects in line with organisational strategy. Monitor, measure and report on the progress of the Function s projects against agreed timelines and milestones on a regular basis. Establish and maintain appropriate systems for measuring key metrics of the Function s project performance. Manage and control and report on the Function s spending against agreed budget. Support project managers in developing, and approve, strategic plans for MYSA projects. Signing off deliverables and outputs against project plans. Quality review of managers performance in MYSA s projects and against strategic plan. Take part in recruitment and performance management and appraisal of staff within MYSA s Development Function. Minimum qualification: First degree of equivalent Minimum experience: Five years work experience in a Director position Competencies: Ability to manage team Self driven and focused Strategic thinker Good communication and interpersonal skills Motivator Integrity and respect Slide 10

11 The importance of having a governing body in place Effective governing bodies can help organisations to ensure that practical and correct procedures and policies are in place to manage resources effectively, as well as providing objective long-term vision, and protecting reputation and values. Key governance considerations: What is the purpose of the governing body? Who is involved in the governance process? How are these individuals and / or groups recruited and selected? How regularly do these individuals and / or groups meet? What responsibilities, accountabilities and decision rights does the governing body have? Slide 11

12 Making Best Use of Your People How to performance manage and develop your people

13 What does effective performance management look like? Performance management is a process that contributes to the management of individuals and teams in order to achieve high levels of organisation performance. It s all about creating a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behaviour and contributions. Key components include: Setting clear objectives Key competencies Learning and development plan 360 continuous feedback Performance and development appraisal Slide 13

14 SMART is the benchmark for creating wellwritten objectives Setting objectives offers individuals a clear goal to work towards, as well providing an organisation with a means of ensuring that a consistent culture is disseminated across the organisation. S M Specific: be specific when stating the goal (who, what where, why) Measureable: how will you demonstrate and evaluate the extent to which the goal has been met? A R T Achievable: the goal should be stretching but achievable Relevant: the goals should also be relevant, that is aligned to the needs of the business unit and the individual s role Time bound: the objective should have a specified timeframe in which the goal is to be achieved Slide 14

15 Four step approach to developing a competency framework A competency is a dimension or clusters of behaviour that are specific and observable and verifiable. Competencies can be used to facilitate the conversation about how an objective has been approached and the extent to which it was been achieved Be clear on organisations values and beliefs; articulate these beliefs and understand what they mean in practice and how they can be demonstrated. List out and group what each value looks like in practice; create a long list of what each value would look like in practice, group these behaviours into common themes. Align each group to the key values and create titles; test which value each group of behaviours aligns to and create a title for each group of behaviours. 4 Determine indications that will demonstrate behaviours; for each group of behaviours, decide what will be the key indicators that this behaviour (and therefore value) is being upheld. Slide 15

16 Example: what do key competencies look like? MYSA defined five key competencies that reflect key behaviours that individuals should demonstrate, tmysa s overall culture and key values that are demonstrated in the work that the charity does. Demonstrate equality and fairness in all undertakings Protect the rights of youth and children Always include everyone Be a good role model Demonstrate respect and integrity We talk to each other Provide a support network Be courageous and honest Be creative and innovative Take price in your work and working for MYSA Demonstrate a proactive approach and attitude Work as one MYSA team We work hard to achieve our common goals Share information and success stories Develop self and others through coaching Encourage healthy competition Slide 16

17 The 70:20:10 learning model Training and development should not be limited to formalised learning programmes. Rather, it should blend different approaches and methods to deliver a multi-dimensional development programme. The 70:20:10 rule highlights the importance of making the most of day-to-day learning opportunities, as well as the experiences and knowledge that can be developed through working with others. 70% - Learning from doing Learning from others 20% 10% - Learning from formal learning Slide 17

18 Four step approach to creating training and development initiatives Before deciding on a strategy and approach for training and development it is important to assess its training needs against the organisation s wider objectives, decide on the training needs for each role in light of this and consider existing training against new training requirements. The outcome of this process will help to determine the right approach to training. 1 Determine and verify your business objectives 2 Determine training and development needs 3 What already exists that can fulfil needs, and what needs to be developed? 4 Decide on strategy and approach to bridge gap Slide 18

19 Examples of training and development initiatives There are a variety of training initiatives that organisations can consider. Approaches can be both formal (programmes, inductions) and informal (coaching, mentoring) and should be developed for all levels of experience of colleagues throughout the organisation. Induction programme Coaching Mentoring Support from line manager Formalised training programme Slide 19

20 Feedback and performance appraisal checklist Ask for feedback that is clearly aligned to the objectives that were set Ensure that you receive feedback from colleagues across all work levels (more junior as well as more senior) Request feedback regularly throughout the performance year and also when you have completed a major project or important piece of work Ensure your collection of feedback demonstrates a range of experiences and skills this is your opportunity to show what you can do Perform your own self evaluation before the feedback meeting and consider what you did well, what you could have done better and how you will do things differently based on the feedback you have received Use any development areas to positively inform your objectives for the next performance year Slide 20

21 Making Best Use of Your People How to attract, recognise and shape talent

22 How do you recognise talent? The recognition of talent is key to shaping the future profile of the organisation; it works in parallel with performance management and contributes to longer term succession planning. Identifying talent is based on two factors... Performance An objective view of an individual's past contribution to the business. Retrospective and measures an individual against agreed objectives Potential Future focused and indicates an individual's ability and drive for excellence (which may or may not be realised). The most effective way to do this is to develop a set of high potential criteria that are closely aligned to the values and culture of your organisation.

23 Example: what do high potential criteria look like? MYSA identified four criteria that could be used to assess the potential of its employees. These should be used at the end of the Performance Year alongside the performance management process to determine employees Potential Talent Rating. Perseverance Courage and integrity Ability to coach others Leadership Ability to influence and guide Willingness to take part Ability to work with others Initiative and commitment Clear ambition Problem solving Consistent with high delivery Ability to adapt to change Slide 23

24 Planning for the future After the performance and talent management appraisals have been finalised and agreed, the succession planning process can begin. This process that can help organisations to... Match organisational needs with qualified talent (both internal and external) Choose the right successors at the right time for critical roles Create and develop visible pathways for advancement Motivate employees Support the management and delivery of development activities Organisations should review and develop their succession plans on an annual basis to ensure that they can meet current and future skills, capability and behavioural needs. Slide 24

25 Carrying out succession and talent planning Identify where you have talent... Use Potential Talent Rating to colour code each box on your organisation chart to produce a visual representation of the talent across your organisation. This will highlight areas of the organisation that are at-risk i.e. they have few individuals with future potential. Map where talent could go in the future... Using a succession planning template to identify individuals with potential for promotion and map to suitable future roles. This process should be led by the HR Director and Executive Director. 1. Assess the talent of your people based on their performance and potential 2. Use your organisation structure to map out where you have talent 3. Use a succession planning template to indentify where your talent could go in the future Slide 25

26 Making Best Use of Your People How to deploy and support and your people

27 People policies and procedures HR policies set out the guidelines under which both an organisation and its employees should operate In particular, they give clarity to... The nature of the organisation What individuals should expect from the organisation What the organisation expects of the employees How policies and procedures work What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour Slide 27

28 Best practice approach to writing HR policies When writing HR policies, the following key factors should be considered in order to make them both relevant and applicable to an organisation and its employees. Remember that policies should be accessible to all employees and should clearly set out organisational expectations. Application: describes to whom the policy or procedure applies Purpose: sets out why the policy is in place and its aims (i.e. a safe workplace) Sanctions: sets out how, for example, the misuse of alcohol or drug will be treated Advice: outlines what support you will provide either directly or indirectly Review process: includes the date of issue and date for review Slide 28

29 Making Best Use of Your People How do the people processes fit together?

30 An integrated process... The performance and talent management processes work together with the training and development strategy to manage people and talent across the organisation. These three elements should be pulled together into a single integrated annual process, that all stakeholders are involved in during the performance cycle. For example... January June December Set performance objectives with individuals Talent planning based on previous year ratings Succession planning based on previous year ratings Mid-year review of Performance Development & Training plans Collect feedback End of year performance review Performance moderation (if applicable) End of year talent rating Ongoing training and development for all staff based on individual plans Slide 30

31 Thank you... This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PricewaterhouseCoopers LLP. All rights reserved. In this document, refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

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