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Evidence Based HR

Evidence Based HR. Jonathan Cormack Group Head, Organisation Effectiveness Sep 2011. The conceptual framework: 4 universal employee needs; 4 great manager behaviours. The HRRM Role Profile A business player driving business performance. People and Organisation Reviews.

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Evidence Based HR

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  1. Evidence Based HR Jonathan Cormack Group Head, Organisation Effectiveness Sep 2011

  2. The conceptual framework: 4 universal employee needs; 4 great manager behaviours

  3. The HRRM Role Profile A business player driving business performance

  4. People and Organisation Reviews • THE PROJECT: In July 2010, the first WB Management Team sponsored Strategic People Planning exercise for key growth markets was initiated in Market X and completed in a four month timeframe. • THE OUTCOME: The review was designed to provide clear answers to the following: • Given our strategy for the business, what people and organisational changes do we need over the next 3-5 years? • What are our current strengths and what needs to change? • What are the key actions that need to be taken by Country and by Group? Do you think the business strategy in your country is currently at the level of detail that allows you to make genuine people plans from it?

  5. Principles applied in the work APPROACH DESIGNED TO : • To engage the Country’s leadership population in an in-depth, data driven process, through which they consider the people priorities associated with their long-term business objectives. • To achieve a clear set of actions for Country and Group WB, with assigned ownership and timelines, which are designed to address the people priorities identified by the working group. CHANGE PRINCIPLES OD CONSULTANCY CYCLE • Build from strengths • Ensure sponsorship • Involve the whole system • Think systemically • Complex change can not be directed • Demonstrate momentum (but make sure it’s genuine!)

  6. 1 2 3 4 5 Set-up and agree the project approach Test hypotheses Agree project findings Report reviewed by WB MG, country actions commence planning phase EXECUTE AND MONITOR AGREED ACTIONS Project Structure • MANAGED COLLABORATIVELY • Senior business and HR managers who: • Are high-performing • Are forward-looking and represent the future of the business • Have the capability and commitment to drive a strategic people agenda • Are able to engage and represent the views of various stakeholders • Representing the following ‘Workstreams’: • Resourcing • Reward & Compensation • Culture • Talent & Development • Retention & Engagement • Leadership & Succession WORKSTREAM LEADS WB Country Business Heads with responsibility to: • Lead an assessment of current strengths and weaknesses, particularly through full participation and leadership in workshops • Promote commitment to the project • Lead the Vision & Strategy Workstream COUNTRY BUSINESS LEADERS

  7. Formulating hypothesesExample

  8. Pulling it all together • Review Workstream findings • Agree key messages and future priorities • Create and present ‘solutions’ for implementing the priorities • Review and agree ideas and outputs “The lasting affect of the workshop is on me as a leader. The topics we discussed as part of the review were as contentious as it gets – and we had to find and develop a way of listening to and working with each other if we were going to agree the outcomes. What has stayed with me is the discussion about the role we take when we communicate – it’s an idea that I’ve taken back to my team and I think it’ll help us on a day-to-day level.” Business manager

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