Utilising the full strength of HR Hay Group Spectrum The next generation HR solution. 16 March 2012

Transcription

1 Utilising the full strength of HR Hay Group Spectrum The next generation HR solution 16 March 2012

2 Our research and client conversations have told us that a b c The business landscape has changed The role of HR has changed But often people management processes have not 2

3 HR effectiveness HR needs to become a genuine business partner Potential to be an enabler of business performance through 01 The right organisation structure and roles to deliver strategy 02 The right people in the right roles, able to contribute to their full potential 03 The right enabling and engaging mechanisms that remove roadblocks to individual performance 3

4 How do our clients address their organisation effectiveness issues?

5 Some quotes from clients Some typical conversations that we have with our clients are: We seem to be mis-aligned with the market in terms of pay Should we conduct a reward benchmarking exercise? Our organisation has witnessed tremendous growth since its inception Would our current operating model and organisation structure support our future growth? We need more leaders but it is difficult to find the right people Is our leadership development and succession planning mechanism in place? We have initiated a lot of reforms within the organisation What do our employees feel about these changes? 5

6 But, are these addressing the real issues, or just tackling the symptoms? Recruitment Manager: I am having trouble recruiting please adjust the pay policy Compensation and Benefits Manager: It s not a pay issue, it s an evaluation issue please re-evaluate these jobs Talent Management Manager: No you two, it s a talent issue its not the job, but the job holder Chief Executive Officer: I don t understand any of you just ensure that our payroll cost is optimised, our nationals are developed and we are viewed as employers of choice in the market! 6

7 In summary In summary, here s the problem: Too often HR is siloed we have expertise based structures that don t talk to each other, and our HR business partners get drawn into navigating who does what in HR for their clients. We are expertise driven which leads to technically elegant solutions we have the best performance management forms / tools, but do they actually solve the problems? Is performance management really working because all the forms got filled in? And we re focused on the surface issues not what is really important we can answer whether we are paying at the 50th percentile of the market, but we can t answer whether or not we are getting the optimum return on investment from our reward expenditure which might just be the biggest single cost in our business. 7

8 Performance: productivity, engagement and enablement Restructuring / down-sizing Doing more with less Remove performance blockers 01 Clarify accountabilities 02 Map existing capabilities to what is needed 03 Ensure engagement and enablement 8

9 Strategic talent management Future leadership needs The borderless workplace It is about being clear on what you need and then managing risks Holistic talent management Link talent programs to the business strategy Understand jobs and people in the context of work Map current capabilities against present and future needs 9

10 Clarity and common sense Organisations need clarity over how, where and why work is done Defined accountabilities Career paths and succession planning Clear basis for reward Line managers need efficient, common sense processes Understanding work is at the heart of the issue 10

11 Old approaches are holding us back Siloed Technical, tactical Old approaches Difficult to link to business strategy Focused on process not outcomes 11

12 A HR solution for a new generation Put people at the heart of the drive to improve performance An integrated approach to HR that delivers real insights to strategic decision-making 12

13 The value of Hay Group Spectrum The power to enable your business, organization and people to perform Work alignment The power to align your roles / structure to deliver your business strategy Work value The power to know the value of work and how it links to business performance Work fit The power to create roles that unlock the potential of your people Work measurement The power to understand how and where work is done 13

14 Job evaluation vs work measurement Adding further value Strategic Organisation analysis and design Organisation benchmarking Defining organisational accountabilities Career planning Succession planning Job family modeling Tactical Internal equity management Market pricing processes Defining job accountabilities Individual job Job families Entire organisation FOCUS AREA 14

15 Important uses of global JE programs Important uses of global JE programs Accurate pay vs market Clarifying job/org structure Increased internal equity Linking reward and results Talent mobility Reinforce culture Succession planning Increase corporate oversight

16 Accountability Job shape, motivation and performance Poor performance Bad decisions Stress Depression Diminished initiative Failure / termination Skills and competencies Boredom De-motivation Internal competition Cynicism Dead initiative Departures 16

17 Joining the dots... Working together BEO Hay Group L&T JE & Reward Org People Expertise Pay 17

18 Hay Group Spectrum Work alignment Organization effectiveness: does your structure fit with your strategy? Work value Knowing what work is worth: what is the value that each role/ person brings to your organisation? Work fit Matching people and jobs: do you have the right people in the right roles? All enabled by Work measurement Understanding, analysing work and creating order from chaos by creating frameworks for reward, talent management and organisation effectiveness 18

19 Just for fun... Take on the role of an estate agent... you have three new clients... Thinker Integrity Logical Sociable Keeps herself busy Highly organised Charismatic Result driven Straight talking 19

20 Getting the right match Find them a home In the right location 20

21 Round table discussion Choose the value you think appropriate for each asset 100k 150k 200k What is your rationale? 21

22 Translation guide Job Person External environment 22

23 Building = Job Modern Hose Marketing Ahead of the game Looking to the future Operations Strong Manufacturing arm Finance Oversight of everything Control centre 23

24 Landscape = External environment Stability No competitors Comfortable environment Challenging Heavy competition Constant change Opportunity Untapped market Blue sky thinking 24

25 Character = Person Advisor Creative Integrity Logical Enabler Collaboration Efficient Influencer Operator Results focused Initiative Hold people accountable 25

26 What we offer... Work measurement Job analysis and measurement Guide Charts and the Hay Group Guide Chart Profile methodology Structured questionnaires (incl. Decision Tree) Band descriptors Job Evaluation Manager for managing JE online Work alignment Organisational effectiveness Organisation benchmarking and analysis Span and gap analysis Points and inventory analysis Inter-accountability analysis Work value Knowing what work is worth PayNet online remuneration benchmarking Internal equity analysis Job mapping Work fit Matching people to jobs Role profile matrix Job family model Role fit Organisation effectiveness Organisation design effectiveness audit Inter-accountability diagnosis Organisation benchmarking Strategic performance management Reward Strategic reward design Executive remuneration Variable pay design Market pricing Pay equity compliance Talent management Career pathing, succession planning Talent management risk review Critical role fit analysis and review 26

27 An integrated approach connects your jobs, people, structure, pay and performance