The five HR challenges for Organisation Design and HR Analytics we address in this presentation:
1. How to establish a Baseline? 2. How to map Processes? 3. How to treat the organisation as a System? 4. How to Right Size the organisation? 5. How to Assess impact on the people affected?
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JUNE 2012 OCTOBER 2013 Five challenges for Organisation Design
and HR Analytics EODF, Vienna
Who we are: Concentra is a firm that delivers consulting value
using innovative analytics 75 people, based in Borough Market,
London Confidential | 2
Companies usually require many software products to plan and
manage their organization Common software products for organization
planning and management 1 BUSINESS INTELLIGENCE 3 2 Database, data
warehouse and data cubes Linking multiple systems Data
visualisation HR specific IP and HR analytics TALENT MANAGEMENT
Confidential Succession planning 9-box grid Competency mapping
Objective mapping Flight risk analysis ORG CHARTS AND WORKFORCE
PLANNING 4 Org Charts Matrix reporting What-if and scenario
analysis Spans and depth reporting PROCESS DESIGN AND COSTING
Process definition and mapping Accountability matrix (RACI) mapping
Process costing Mapping processes to customers and Cost-toServe |
3
OrgVue revolutionizes organization management by combining many
capabilities in a single product OrgVue capabilities 1 BUSINESS
INTELLIGENCE Database, data warehouse and data cubes Linking
multiple systems Data visualisation HR specific IP and HR analytics
3 TALENT MANAGEMENT Succession planning 9-box grid Competency
mapping Objective mapping Flight risk analysis PLUS POWERFUL DATA
TOOLS Drag-and-drop data cleansing Confidential Surveys and web
forms 2 4 ORG CHARTS AND WORKFORCE PLANNING Org Charts Matrix
reporting What-if and scenario analysis Spans and depth reporting
PROCESS DESIGN AND COSTING Process definition, mapping and costing
Accountability matrix mapping (RACI) Mapping processes to customers
and Cost-to-Serve PLUS ORG DESIGN AND MODELING Org Design
Revolutionary modelling | 4
The process of Org Design has many challenges throughout
PROCESS Summary organisation design steps and example issues DEFINE
CASE FOR CHANGE AND MACRO DESIGN EXAMPLE CHALLENGES Contradictory
drivers not well understood and too much complexity Vested
interests focus on increasing power base rather than defining the
optimal structures Which frameworks to use? BALANCE MACRO DESIGN
TRADE-OFFS Confidential UNDERSTAND AS-IS Data not in one place
DEFINE MICRO TO-BE Missing data Need to translate Macro principles
into effective detail Job titles do not reflect How to right size?
or clean what people actually do Key pieces missing e.g.
competencies Lack of ability to visualise or understand FIGHT FOR
TRANSPARENCY How to define accountabilities and link to roles?
Which competencies are needed for which roles? DEFINE AN INTEGRATED
SYSTEM IMPLEMENT Selection process of who gets which role
Communicate the to be model, to be accountabilities, to be skills
required and allocation of people to roles Deal with the
transformation and ongoing change MAKE IT REAL AND SUSTAINABLE |
5
We have developed a method to address these challenges in a
structured way The OrgVue 3M Org Design Method MACRO DESIGN MICRO
(PLAN TO TRANSITION) MAKING IT REAL (TRANSITION) 1. Summary of the
end-to-end Org Design Process 11. Baseline & data 24. MIR
(Making it Real) checklist 12. Org Charting & visualisation 25.
HOWWIP 13. Objectives 26. Risk Management 14. Detailed Process
Design 27. Action Management 15. Detailed Accountabilities &
Structure 28. Project Management inc. Governance and Quality
management 2. Macro Design Challenges 3. Start-up: Contracting
& Comms for project success 4. Vision-to-Mission and overall
Strategy 5. Design Criteria 6. Summary process mapping 7. Structure
options 8. Accountability matrix 9. Reality check: the informal
organisation 10.Business Case 16. Decision Making 17. Competencies
18. Right sizing 19. Non Business-as-Usual 20. Risk Planning 21.
Action Planning 22. Pay & Grading 23. Workforce Planning 29.
Job Descriptions 30. Competency Assessment and Tracking 31.
Workforce - Timeline & management 32. Selection Process -
People to Roles 33. Impact Analysis 34. Communications 35. Talent
mapping & succession planning 36. Fast Feedback & 360
degree Feedback 37. OD Review: Benefits Tracking & delivery 38.
Celebrations, Review & Recap of end-toend Org Design Process
Source: OrgVue, 2012 Confidential | 6
Today we want to share with you some experiences of addressing
these questions Agenda The five HR challenges we want to address
are: 1. How to establish a Baseline? 2. How to map Processes? 3.
How to treat the organisation as a System? 4. How to Right Size the
organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 7
EXERCISE Challenges of Organisation Design What do you see as
the main challenges of Organisation Design? Discuss in groups of 3
or at your tables Prepare to feedback your answers Source: | 8
The process of Org Design has many challenges throughout
PROCESS Summary organisation design steps and example issues DEFINE
CASE FOR CHANGE AND MACRO DESIGN EXAMPLE CHALLENGES Contradictory
drivers not well understood and too much complexity Vested
interests focus on increasing power base rather than defining the
optimal structures Which frameworks to use? BALANCE MACRO DESIGN
TRADE-OFFS Confidential UNDERSTAND AS-IS Data not in one place
DEFINE MICRO TO-BE Missing data Need to translate Macro principles
into effective detail Job titles do not reflect How to right size?
or clean what people actually do Key pieces missing e.g.
competencies Lack of ability to visualise or understand FIGHT FOR
TRANSPARENCY How to define accountabilities and link to roles?
Which competencies are needed for which roles? DEFINE AN INTEGRATED
SYSTEM IMPLEMENT Selection process of who gets which role
Communicate the tobe model, to be accountabilities, to be skills
required and allocation of people to roles Deal with the
transformation and ongoing change MAKE IT REAL AND SUSTAINABLE |
9
We have developed a method to address these challenges in a
structured way The OrgVue 3M Org Design Method MACRO DESIGN MICRO
(PLAN TO TRANSITION) MAKING IT REAL (TRANSITION) 1. Summary of the
end-to-end Org Design Process 11. Baseline & data 24. MIR
(Making it Real) checklist 12. Org Charting & visualisation 25.
HOWWIP 13. Objectives 26. Risk Management 14. Detailed Process
Design 27. Action Management 15. Detailed Accountabilities &
Structure 28. Project Management inc. Governance and Quality
management 2. Macro Design Challenges 3. Start-up: Contracting
& Comms for project success 4. Vision-to-Mission and overall
Strategy 5. Design Criteria 6. Summary process mapping 7. Structure
options 8. Accountability matrix 9. Reality check: the informal
organisation 10.Business Case 16. Decision Making 17. Competencies
18. Right sizing 19. Non Business-as-Usual 20. Risk Planning 21.
Action Planning 22. Pay & Grading 23. Workforce Planning 29.
Job Descriptions 30. Competency Assessment and Tracking 31.
Workforce - Timeline & management 32. Selection Process -
People to Roles 33. Impact Analysis 34. Communications 35. Talent
mapping & succession planning 36. Fast Feedback & 360
degree Feedback 37. OD Review: Benefits Tracking & delivery 38.
Celebrations, Review & Recap of end-toend Org Design Process
Source: OrgVue, 2012 Confidential | 10
Agenda 1. How to establish a Baseline? 2. How to map Processes?
3. How to treat the organisation as a System? 4. How to Right Size
the organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 11
If you can get the baseline clear, it enormously helps you to
make the case for change Situation: Power of a fixed starting point
1 HOW TO ESTABLISH A BASELINE? Give me a place to stand, and a
lever long enough and I will move the Earth. Archimedes, 280-211BC
How do you establish how many people, who does what, what the
costings are? Confidential | 12
Yet issues with data arise from many angles Complication:
typical issues that we see 1 HOW TO ESTABLISH A BASELINE? TYPICAL
ISSUE EXAMPLE Scale of data We have between 7,000 and 7,500 people
across more than 50 countries but we cant say for sure in any one
country. Multiple systems We have started to implement Peoplesoft.
We are 2 years in and its about half completed. Most of the
remaining countries keep their HR data in excel HR people in 15
countries out of 50 Inconsistent meta data Different job titles,
grade structures, pay bands even within countries We have grown by
acquisition and we have nightmares about the different terms and
conditions we have inherited Reporting lines unclear Its not clear
who reports into whom Three types of matrix reporting Changing
data, not kept up to date Our organisation charts are always out of
date Grading becomes inconsistent across business units Job titles
in the system not keeping pace with what people do Confidential |
13
EXERCISE What is your experience of creating a baseline as part
of Organisation Design? In your pair or group, discuss: In what
percentage of your Org Design interventions have you established a
clear baseline? How easy was it to establish the baseline? How did
you use the baseline? Would you recommend establishing a baseline
to others? | 14
Our approach is a consistent 5 step approach to building the
baseline Resolution: baseline approach 1. AGREE DATA PRIORITIES 2.
SOURCE AND LOAD 3. CLEANSE Define questions that need to be
answered Map source systems and Excel islands Visualise gaps and
errors Collect Use standard lists to prioritise data elements
Automate if needed on an ongoing basis Put data into the hands of
those that know it best Run surveys and/or workshops to plug data
gaps Provide a system to make it easy to clean errors Agree owners
Agree meta data and fix Confidential 1 4. TRIANGULATE AND SIGN OFF
Identify key stakeholders who can verify data Facilitate meetings
to resolve differences HOW TO ESTABLISH A BASELINE? 5. MAINTAIN
Provide the process Provide the method Provide the skills to: Keep
it up to date Achieve one source of the truth Ensure numbers match
with Finance | 15
1 1. Agree the data priorities and sources Example fields for
baseline data DATA ITEM NOTES First Name HOW TO ESTABLISH A
BASELINE? Might want to include fields such as known as Employee ID
Line Manager ID Role If not consistent between systems, OrgVue can
create unique global ID The ID may vary between country systems;
some line managers appear in multiple country systems Will, in due
course, need to agree a common definition of the roles Salary Will
need to include benefits, bonuses, other costs inc. tax Currency
Will need to achieve consistency in functional definitions Site
Location Could reference site name or code; potential to aggregate
regionally and nationally Performance review rating Typically from
another system; history would add additional insight for spotting
trends Useful for responding to regulatory queries on diversity
Employment status Permanent, Temp, Ltd Co. Contractor, other
Contractor, FTE Hours FTE = Full Time Equivalent. Termination costs
What FX rates should be included? Department NOTES Gender Last Name
DATA ITEM Start date Birth date First Name Confidential Allows
calculation of tenure, risk of turnover and termination costs Could
be useful for strategic workforce planning and predicting potential
waves of departures Might want to include fields such as known as
Grade Absence record For example number of days or Bradford factor
For each: 1 What is the source? 2 Data quality and plan to plug
gap? 3 What if we dont have the data? 4 What is the need now vs.
later? | 16
2. Load the data from multiple systems Data sources and usage
process CONSOLIDATE DATA STORE AND MANAGE DATA 1 HOW TO ESTABLISH A
BASELINE? USE DATA Local HR systems Local upload Customer
Performance Training Copy / paste local upload Review Environment
Canonical data set Readonly data viewing Local data use CSV local
upload Feed back where required changes are identified Confidential
| 17
3a. Visualise the data to get stakeholder views Example org
chart sized by headcount 1 HOW TO ESTABLISH A BASELINE? Visualise
to identify quickly where there may be issues in the data
Confidential | 18
3b. Cleanse the data intuitively and easily Dragging and
dropping in action 1 HOW TO ESTABLISH A BASELINE? Drag and drop to
correct information regarding individuals or groups Confidential |
19
1 4. Achieve sign-off by triangulating from multiple angles
Sign-off process Data collected from HR department HOW TO ESTABLISH
A BASELINE? Data collected from Finance department Compare HR data
against a function thats likely to have accurate data e.g. Finance.
IDENTIFY DIFFERENCES Confidential Get a sense check from
stakeholders who should have a strong gut feeling THATS CORRECT! |
20
5a. Maintain the insight for the long-term 1 HOW TO ESTABLISH A
BASELINE? The data must be easy to maintain long after the project
team has gone Confidential | 21
5b. Maintain the insight for the long-term Example data quality
tracking Chart 1: 1,470 employees, of whom 175 are orphans. An
employee is an orphan if he has nobody to whom he must report and
nobody who reports to him. Chart 2: 266 employees are at depth 1.
After subtracting the 175 orphans, the data still counts 91 orphan
groups Chart 3: Many examples of low spans of control Chart 4: Each
data entry refers to exactly one employee. This is how it should
be! Confidential 1 HOW TO ESTABLISH A BASELINE? Data reveals many
orphans and broken hierarchies. HR datasets often include some
inaccuracies | 22
Agenda 1. How to establish a Baseline? 2. How to map Processes?
3. How to treat the organisation as a System? 4. How to Right Size
the organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 23
Complexity often overwhelms the process mapper Situation:
examples of complex process mapping Too complex Confidential 2 HOW
TO MAP PROCESSES IN ORG DESIGN? Frankly useless | 24
You have to know when to stop and how to capture ongoing value
from the process map Complication: Level of detail and maintaining
the value Know when to stop Focus on the business value in the
workstream Scale the depth to the size of the organisation 2 HOW TO
MAP PROCESSES IN ORG DESIGN? Convert one-off exercise into ongoing
value e.g. data driven, not just images Ongoing link to other data
sources, e.g. roles Process mapping risks disappearing into detail
or being a one-off exercise Confidential | 25
EXERCISE What is your experience of mapping processes as part
of Organisation Design? In your pair or group, discuss: In what
percentage of your Org Design interventions have you sought to map
processes? How have you used the processes that you have mapped?
How valuable has it been to map the processes? | 26
Our approach is to map processes visually, in a way that can be
linked, calculated and updated 2 HOW TO MAP PROCESSES IN ORG
DESIGN? Resolution: Process map showing activities, decisions and
deliverables Confidential | 27
It is useful to connect the processes to the roles that carry
them out Example of linking by RAS or by capability Confidential 2
HOW TO MAP PROCESSES IN ORG DESIGN? | 28
It is valuable to show the links visually to help clarify
responsibilities Organisation chart with linked cards showing
responsibilities Confidential 2 HOW TO MAP PROCESSES IN ORG DESIGN?
| 29
Agenda 1. How to establish a Baseline? 2. How to map Processes?
3. How to treat the organisation as a System? 4. How to Right Size
the organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 30
Org Design experts value a holistic approach Situation: what
the experts say 3 THE ORGANISATION AS A SYSTEM Organisation
Development is about building and maintaining the health of the
organisation as a total system (Schein, 1988) Organisation Design
requires holistic thinking (systems, structures, people,
performance measures, processes, culture, skills); not to be
undertaken lightly; a fundamental process and not a repair job
(paraphrased from Stanford, 2007) We have to learn how to view an
organisation as a system .... the way all parts work together will
determine how well the system works. (Seddon, 2012) A common error
in organizational improvement work is to address certain design
elements in isolation (Hanna, 2013) Confidential | 31
The reality is that OD is often based on part of the system
Complication: examples of OD in action 3 THE ORGANISATION AS A
SYSTEM So how do you think about the organisation as a system?
Confidential | 32
Merger with integration and cost-synergy challenge Vodafone: 03
Dec 2012 Confidential Tech Market View, 03 Dec 2012 Source: |
33
We seek to treat the organisation as a system Resolution:
linking the key aspects of the organisation Confidential 3 THE
ORGANISATION AS A SYSTEM | 34
Case study: a client had aggregate revenues customer numbers
& revenue build-up by brand 3 THE ORGANISATION AS A SYSTEM CASE
STUDY Aggregate Revenues by Brand Revenue build up by Brand Number
of customers per Brand Confidential | 35
We sought to understand 100% of costs either as people,
processes or customers 3 THE ORGANISATION AS A SYSTEM People (e.g.:
56m of cost) CASE STUDY Percent time spent by each person on each
process e.g.: 40m of cost Processes e.g.: 16m of cost Direct
allocation to customers based on time percentage and driver ratios
Process cost distributed by driver ratios Customers (e.g.: 56m of
cost) Confidential | 36
We* interviewed the majority of level 3 managers and key
figures at levels 4 and 5 3 THE ORGANISATION AS A SYSTEM CASE STUDY
L4 Level 3 Level 2 CEO Confidential * Project team of two: one
external person and one internal person | 37
We documented 72 business processes covering 700 process steps
Confidential 3 THE ORGANISATION AS A SYSTEM CASE STUDY | 38
By week 4 we had linked a third of employees to business
processes (170 out of 526) Confidential 3 THE ORGANISATION AS A
SYSTEM CASE STUDY | 39
By week 6 we had allocated 15% of overhead costs to business
processes (8.5m of 56m) Confidential 3 THE ORGANISATION AS A SYSTEM
CASE STUDY | 40
By week 10 we had fully allocated all cost to the customer and
process levels Confidential 3 THE ORGANISATION AS A SYSTEM CASE
STUDY | 41
Agenda 1. How to establish a Baseline? 2. How to map Processes?
3. How to treat the organisation as a System? 4. How to Right Size
the organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 42
There are few agreed ways for sizing the organisation
Situation: A gap in methodology 4 HOW TO RIGHT SIZE THE
ORGANISATION? Id like to know how many people Ive got and Id love
to know how many people I need. US CardCo Ops Director How do you
set the organisation at the right size for what it needs to do?
Confidential | 43
Typically, right-sizing isnt done with anything like the rigour
it deserves Complication: 4 frequent default options 4 HOW TO RIGHT
SIZE THE ORGANISATION? It just evolves Magic Number Confidential
Who shouts loudest Across the board cut | 44
EXERCISE What is your experience of right-sizing as part of
Organisation Design? In your pair or group, discuss: In what
percentage of your Org Design interventions have you sought to
Right Size the organisation? What method did you use? What was the
organisations reaction to the analysis? Would you recommend using a
right-sizing method to others? | 45
We believe you can select robust methods to Right Size the
organisation Resolution: 4 right-sizing methods 4 HOW TO RIGHT SIZE
THE ORGANISATION? Increasing frequency 1 Ratio analysis The
comparison of the number of FTEs in one area to another measure,
e.g. Total: HR; Sales: Sales people cost 2 Activity analysis Survey
how much time people spend on each of their key activities In large
changes when what each person does is unclear 3 Driver analysis
Powerful analytics deliver rapid insights and help the business
address drivers of performance When demand for effort is unclear
and needs to be tested 4 Mathematical modelling and simulation Used
in non-deterministic and complex settings, e.g. when there are
flows or demand; uncertainty of effort; system dynamics Rarely and
in the most complex situations Always used Increasing
sophistication Confidential | 46
Typical questions can help you get started Example right-sizing
questions 4 HOW TO RIGHT SIZE THE ORGANISATION? Sample starter
questions What are the standard roles & job families in
operations, customer service, Finance and HR? What are the core
value-adding activities? (test: would the end customer want us to
do this?) Are the core roles fixed costs or variable costs? (are
they independent of or driven by business volumes?) Where are the
highest ratios of outputs achieved per core role? Where are the
lowest ratios of support to core roles? How much would it be worth
if we could get to the best (or 2nd best) levels of each? What
would we need to do to get there? How best to triangulate and
balance the various ratios/KPIs? What is must have vs nice to have?
. Source: Concentra Confidential | 47
Agenda 1. How to establish a Baseline? 2. How to map Processes?
3. How to treat the organisation as a System? 4. How to Right Size
the organisation? 5. How to Assess impact on the people affected?
because these are not often discussed and rarely solved
Confidential | 48
5 There are multiple types of impact from organisational change
Situation: five typical issues Change in manager? Change in who is
reporting to whom? Change in responsibilities? Loss of job? HOW TO
ASSESS THE IMPACT? Change in location? How do you calculate the
impact of change and communicate it to those affected? Confidential
| 49
Each role or employee might be affected in its own way
Complication: Tracking impact in detail Confidential 5 HOW TO
ASSESS THE IMPACT? | 50
EXERCISE What is your experience of impact analysis as part of
Organisation Design? In your pair or group, discuss: How often in
your Org Design interventions have peoples roles, line management
relationships, salaries, or locations been affected? In what
percentage of these cases have you done an impact analysis? How did
you do it? What was the organisations reaction? Would you recommend
using impact analysis to others? | 51
You need to be able to see the impact of change at the summary
level Resolution: Visualisations of impact 5 HOW TO ASSESS THE
IMPACT? It helps if impact can be quantified easily and visualised
by area Confidential | 52
and each manager needs to know who is affected in what way, in
their area Resolution: Lists of people impacted 5 HOW TO ASSESS THE
IMPACT? Impact has to be easy to list for managers Confidential |
53
We have covered five Challenges for Organisation Design and HR
Analytics and how to solve them Agenda for the working session The
five HR challenges we want to address are: 1. How to establish a
Baseline? 2. How to map Processes? 3. How to treat the organisation
as a System? 4. How to Right Size the organisation? 5. How to
Assess impact on the people affected? because these are not often
discussed and rarely solved Confidential | 54
Reminder: the OrgVue approach to Organisation Design The OrgVue
3M Org Design Method MACRO DESIGN MICRO DESIGN MAKING IT REAL 1.
Summary of the end-to-end Org Design Process 11. Baseline &
data 24. MIR (Making it Real) checklist 12. Org Charting &
visualisation 25. HOWWIP 13. Objectives 26. Risk Management 14.
Detailed Process Design 27. Action Management 15. Detailed
Accountabilities & Structure 28. Project Management inc.
Governance and Quality management 2. Macro Design Challenges 3.
Start-up: Contracting & Comms for project success 4.
Vision-to-Mission and overall Strategy 5. Design Criteria 6.
Summary process mapping 7. Structure options 8. Accountability
matrix 9. Reality check: the informal organisation 10.Business Case
16. Decision Making 17. Competencies 18. Right sizing 19. Non
Business-as-Usual 20. Risk Planning 21. Action Planning 22. Pay
& Grading 23. Workforce Planning 29. Job Descriptions 30.
Competency Assessment and Tracking 31. Workforce - Timeline &
management 32. Selection Process - People to Roles 33. Impact
Analysis 34. Communications 35. Talent mapping & succession
planning 36. Fast Feedback & 360 degree Feedback 37. OD Review:
Benefits Tracking & delivery 38. Celebrations, Review &
Recap of end-toend Org Design Process Confidential | 55
Reminder: The Organisation as a System Resolution: linking key
aspects of the organisation Confidential | 56
Reminder: Visualising the organisation Confidential | 57
Revolutionise the way you see, plan and manage your
organisation For more information contact us at: [email protected]
Confidential | 58