Job Mapping Methodology No. M13 August, 2000. 2 Job Mapping: Objective: To determine how to set decision criteria to design, organize and populate the.

JobMapping

Methodology No. M13

August, 2000

2

Job Mapping:

Objective:

• To determine how to set decision criteria to design, organize and populate the interim… and subsequently the end-state organizational model.

• To determine the best talent fit for the organization architecture designed in the organizational redesign methodology.

• To determine, assign and place people in appropriate new jobs as soon as possible following an acquisition to reduce the disruption of major workplace change.

3

Job Mapping:

Definition:

Job Mapping:• The placement of

employees into the jobs that best serve them and the objectives of the unified business.

• The rationalization of the best organization model with the right talent in such a way as to balance the needs of the individual with the demands of the business both in the interim and for the long term.

CEO1 2 3 4 5 6 7

Function

Individual

Reporting Level

Span of Control

Group or Team

Approach:

1, 2, 3, 4, 5...

4

Key Process Steps to Mapping People with the Right Jobs

1. Map the redesigned organization architecture

2. Identify critical leadership, management “skilled expert” positions

3. Determine key talent-at-risk and review their current job descriptions and performance histories

4. Evaluate key talent-at-risk job and career expectations

5. Map appropriate riders and horses

The key process steps in making decisions when placing employees into new positions:

Hic

key

Pres & CEO

Tha

tche

r: P

res

Ru

bas

h:

EV

P C

EO

Tan

gred

i VP

CD

Hay

s V

P C

C

Rob

erso

n

Van

M

cGra

th

New

eth

Sic

otte

i

Uke

ki

Wri

gh

t

Elk

ins

Heg

ener

Co

op

er

Chr

apko

Ser

bini

s C

Scr

ty

Lee

Gig

gban

a

Rob

erso

n

Per

rin

Ham

ilton

Gen

tuso

Gas

kell

Mur

phy

O’C

on

no

r

Tiff

any

Won

g

Aso

wal

loby

Critical Position

Talent-at-Risk

McG

rath

5

1. Map the Redesigned Organization Architecture

R og er M an s onD irec to r

P rod u c t S u p p ortS an F ran c isc o

S tep h an ie D u n leaD irec to r

In fras tru c tu re S ervic es

L es lie B an taP u rc h as in g M an ag er

K aren A lon ard oD irec to r

O p era tion s -M es sag in g S ervic es

B ob M ac au leyD irec to r

C u s tom er S erviceF A X & S F S

J ayw an t S in g h R aoD irec to r

Tec h n ic a l A cc ou n t S e rvic es

D ara M u llenD irec to r P rod u c t S u p p ort

D u b lin

O livia H errifo rdD irec to r

Im p lem en ta tion

J oh n N itt i D irec to r

C h an n e l S a les O p era tion s

M ich ae l R og ersD irec to r

C u s tom er S u p p ortM es sag in g S ervic es

A n n M arie U rb an sk iM an ag er C u s tom er

S ervices

C ra ig W a llac eD irec to r O p era tion s

N N TP

R on H u n te rD irec to r - O p era tion s

F ax & S F S

R en ee R ob in s onM an ag er

C ap ac ity P lan n in g &A ss e t M an ag em en t

D ian a W h iteh eadV P O p era tion s

& C u s tom er S ervice

B ob b ie V a llad onE xec u tive A s s is tan t,

F ac ilit ies

E th an B in gS tra teg ic B u s in es s

A n a lys t

P au l G ig gE V P & C O O

K e ith C oop erP res id en t

IP F ax S ervic es

E van C h rap k oP res id en t

S ec u re F ile S e rvic es

M ik e S e rb in isC h ie f S ec u rity

O ffic e r

B ill L eeC TO

D ave Th a tc h e rP res id en t

Delphi

Target Interim-State Concept-of-Organization

EIS

CEO

MarketingOperationsSales HR R&D

CFO

• Preserve Delphi HR

• Create International HR capability

AsiaEuropeAmericasLegalFin & AcctgIT

• Integrate Delphi and Target R&D and remove from office of CTO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• Integrate Delphi and Target operations

• Create matrixed shared services model

• Build, buy, or outsource best-practice IT Infrastructure

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Fill resource and capabilities gaps as needed

• Fill resource and capabilities gaps as needed

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Rationalize facilities and assets

• Define roles and responsibilities for regional operations centers

• Create office of the CFO

• Finalize from Interim model

• Fill resource and capability gaps as needed

From the Interim-State Concept-of-Organization, reference the current organization architectures to determine what positions will stay, change are created and are filled or open.

6

2. Identify Critical Leadership, Mgmt “Skilled Expert” Positions

EIS

CEO

MarketingOperationsSales HR R&D

CFO

• Preserve Delphi HR

• Create International HR capability

AsiaEuropeAmericasLegalFin & AcctgIT

• Integrate Delphi and Target R&D and remove from office of CTO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• Integrate Delphi and Target operations

• Create matrixed shared services model

• Build, buy, or outsource best-practice IT Infrastructure

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Fill resource and capabilities gaps as needed

• Fill resource and capabilities gaps as needed

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Rationalize facilities and assets

• Define roles and responsibilities for regional operations centers

• Create office of the CFO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• First, determine who Delphi intends to stay, transition (following the Interim) and leave the business.

• Second, Identify the “Talent-at-Risk”, work with Delphi executive and staff leaders to identify high-value managers and “Skilled Experts” who will play important roles during the Interim-State and the End-State organization.

• Third, Determine positions that need to be filled and develop high-level job descriptions.

Interim-State Organization

7

3. Review Key Talent-at-Risk,

B ob b ie V a llad onE xec u tive A s s is tan t,

F ac ilit ies

E th an B in gS tra teg ic B u s in es s

A n a lys t

P au l G ig gE V P & C O O

K e ith C oop erP res id en t

IP F ax S ervic es

E van C h rap k oP res id en t

S ec u re F ile S e rvic es

M ik e S e rb in isC h ie f S ec u rity

O ffic e r

B ill L eeC TO

D ave Th a tc h e rP res id en tTarget

EIS

CEO

MarketingOperationsSales HR R&D

CFO

• Preserve Delphi HR

• Create International HR capability

AsiaEuropeAmericasLegalFin & AcctgIT

• Integrate Delphi and Target R&D and remove from office of CTO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• Integrate Delphi and Target operations

• Create matrixed shared services model

• Build, buy, or outsource best-practice IT Infrastructure

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Fill resource and capabilities gaps as needed

• Fill resource and capabilities gaps as needed

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Rationalize facilities and assets

• Define roles and responsibilities for regional operations centers

• Create office of the CFO

• Finalize from Interim model

• Fill resource and capability gaps as needed

Review the current job descriptions for the target’s talent-at-risk as well as their individual performance reviews and job histories to determine their potential fit in the Interim and End-State organization.

8

B ob b ie V a llad onE xec u tive A s s is tan t,

F ac ilit ies

E th an B in gS tra teg ic B u s in es s

A n a lys t

P au l G ig gE V P & C O O

K e ith C oop erP res id en t

IP F ax S ervic es

E van C h rap k oP res id en t

S ec u re F ile S e rvic es

M ik e S e rb in isC h ie f S ec u rity

O ffic e r

B ill L eeC TO

D ave Th a tc h e rP res id en tTarget

EIS

CEO

MarketingOperationsSales HR R&D

CFO

• Preserve Delphi HR

• Create International HR capability

AsiaEuropeAmericasLegalFin & AcctgIT

• Integrate Delphi and Target R&D and remove from office of CTO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• Integrate Delphi and Target operations

• Create matrixed shared services model

• Build, buy, or outsource best-practice IT Infrastructure

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Fill resource and capabilities gaps as needed

• Fill resource and capabilities gaps as needed

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Rationalize facilities and assets

• Define roles and responsibilities for regional operations centers

• Create office of the CFO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• With the the talent-at-risk identified, evaluated and generally slotted for a position in the new organization, an informal interview should be scheduled to surface his.her wants, needs and expectations.

• Be sure to consider emotional and political concerns he/she may have as well as job related expectations. The interview also serves the purpose of letting the individual know Delphi cares about him/her

.

4. Evaluate Key Talent-at-Risk Job and Career Expectations

9

B ob b ie V a llad onE xec u tive A s s is tan t,

F ac ilit ies

E th an B in gS tra teg ic B u s in es s

A n a lys t

P au l G ig gE V P & C O O

K e ith C oop erP res id en t

IP F ax S ervic es

E van C h rap k oP res id en t

S ec u re F ile S e rvic es

M ik e S e rb in isC h ie f S ec u rity

O ffic e r

B ill L eeC TO

D ave Th a tc h e rP res id en tTarget

EIS

CEO

MarketingOperationsSales HR R&D

CFO

• Preserve Delphi HR

• Create International HR capability

AsiaEuropeAmericasLegalFin & AcctgIT

• Integrate Delphi and Target R&D and remove from office of CTO

• Finalize from Interim model

• Fill resource and capability gaps as needed

• Integrate Delphi and Target operations

• Create matrixed shared services model

• Build, buy, or outsource best-practice IT Infrastructure

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Fill resource and capabilities gaps as needed

• Fill resource and capabilities gaps as needed

• Rationalize facilities and assets

• Define roles and responsibilities for regional ops centers

• Rationalize facilities and assets

• Define roles and responsibilities for regional operations centers

• Create office of the CFO

• Finalize from Interim model

• Fill resource and capability gaps as neededR og er M an s on

D irec to rP rod u c t S u p p ort

S an F ran c isc o

S tep h an ie D u n leaD irec to r

In fras tru c tu re S ervic es

L es lie B an taP u rc h as in g M an ag er

K aren A lon ard oD irec to r

O p era tion s -M es sag in g S ervic es

B ob M ac au leyD irec to r

C u s tom er S erviceF A X & S F S

J ayw an t S in g h R aoD irec to r

Tec h n ic a l A cc ou n t S e rvic es

D ara M u llenD irec to r P rod u c t S u p p ort

D u b lin

O livia H errifo rdD irec to r

Im p lem en ta tion

J oh n N itt i D irec to r

C h an n e l S a les O p era tion s

M ich ae l R og ersD irec to r

C u s tom er S u p p ortM es sag in g S ervic es

A n n M arie U rb an sk iM an ag er C u s tom er

S ervices

C ra ig W a llac eD irec to r O p era tion s

N N TP

R on H u n te rD irec to r - O p era tion s

F ax & S F S

R en ee R ob in s onM an ag er

C ap ac ity P lan n in g &A ss e t M an ag em en t

D ian a W h iteh eadV P O p era tion s

& C u s tom er S ervice

Delphi

After considering the talent-at-risk’s earlier work performance, core skills, job history, and expectations… map the right individuals to the right positions.

5. Map Appropriate “Riders and Horses”

Most important: be sure to initiate a follow-up mechanism to check back with the talent-at-risk to see if their expectations are being met