ORGANIZATIONAL ANALYSISSample

ORGANIZATIONAL ANALYSIS

The Organizational Analysis was done using the Mckinsey 7-S Model.

The objective of this exercise was to determine the extent of alignment between the various organizational elements (the given strategy, structure, systems, skills, staff/people, symbolic behavior or leadership style, and the shared values or culture of the organization).

Any misalignment would call for certain actions to realign the elements.

Through this exercise we have tried to identify the HR initiatives needed to bring about organizational alignment (with the strategic needs).

Best Practice Findings Emerging HR Issue

• Strategies are aligned with and supportive of the vision

• There is sufficient clarity of the strategy

• There is shared understanding and agreement on the set of strategies across the leadership team

• There is sufficient resources to fully address the strategies

These best practices are very much in place at

Coy XNone

ORGANIZATIONAL ANALYSIS - STRATEGY

Best Practice Findings Emerging HR Issue

• There is clear accountability / ownership for each strategy

• The outcome (reward) for accomplishing the strategy is clear

There is a need to carefully cascade the objectives and KPI, and clearly define the ownership and accountability

Linking pay to performance is also needed

1.Cascading objectives and KPI (Reviewing the Balanced Scorecard; Designing Individual Scorecards)

2.Job Accountability Statements

3.Pay-for-Performance system

ORGANIZATIONAL ANALYSIS - STRATEGY

Best Practice Findings Emerging HR Issue The organizational

structure is appropriate given the strategies and objectives (aligned)

The roles are clear and defined well enough to ensure accountability

The reporting structures are realistic, practical, and clear

Structure is Corporate / Head Office centered (a post-merger design to control and improve the business divisions)

A transition in the field is needed to adapt to the new structure

Support functions are not seen as enablers; they are procedure bound and bureaucratic

Design a business-centric organization with the Head Office playing a strategic role – laying down policies & systems, setting goals and managing performance, developing and rewarding performance.

Strengthen the marketing and product development functions

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Emerging HR Issue There is a seamless

connection to customers

The floor plan/physical layout facilitates communications and interaction

The job descriptions and levels are structured to support career development

Structure (business process too) is not agile to support speed of service to customers

The roles and accountabilities could be better defined with a customer perspective

Reporting structures are in place

• Delegate authority commensurate with responsibility & risk ; but monitor and control performance

• Re-design support functions as business enablers (build necessary mindset & competency; simplify procedures; improve communication & collaboration; emphasize planning

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Emerging HR Issue Floor plan / physical

layout do not facilitate open communication and interaction

Job grading needs improvement

• Clearly define roles and job accountabilities (job accountability statements instead of job descriptions.

• Improve floor plan / physical layout

Re-evaluate the jobs and design a suitable grade structure

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Emerging HR Issue

The following systems are in place and effectively used:

Information systems for decision making

Communication system for free flow / sharing of information & knowledge

Performance measurement & management system

Planning System

Corporate planning system is in place. But could be strengthened with an effective framework like the Balanced Scorecard

Executive decision support (IT) system needs development

Communication and Performance management systems need improvement

Adoption of a robust Balanced Scorecard mechanism

Design of a system to facilitate smooth communication and sharing of knowledge

Design of a Balanced Scorecard & Individual Scorecard linked performance measurement & management system

ORGANIZATIONAL ANALYSIS - SYSTEM

Best Practice Findings Emerging HR Issue Reward & Recognition

system is in place and effectively used

Business processes are seamless and form a value chain

Reward & Recognition system needs to be aligned with performance

Business processes are seen as bureaucratic and still forming silos ; thereby contributing to slow decision making and action

Redundancies seen in some processes (due to merger)

Design of a performance based reward & recognition system

Simplification and integration of business processes (especially HR processes)

Mechanism for continuous improvement initiatives which are based on Small Group Activities

ORGANIZATIONAL ANALYSIS - SYSTEM

Best Practice Findings Emerging HR Issue

• Identification and development of the following skills:

- Technical -Communication -Management -Leadership -Global mindset -Project management• Skills are built into the

selection process

Skills are in the process of being identified.

A competency model and a competency dictionary are being prepared

Communication, leadership, & project management skills and global mindset development to be stressed

Skills are built into the selection process.

Implementing the competency model and competency-based HRM

Learning system for developing communication, leadership, & project management skills , as well as the global mindset

Learning system for strengthening & sustaining technical skills development

ORGANIZATIONAL ANALYSIS - SKILLS

Best Practice Findings Emerging HR Issue

• Supervisors / managers are rewarded for effective people management

• Incentives are provided for skill building

• Skill development is driven by the organization (Manager & Supervisor)

Improvement needed in management of people

There are incentives for acquiring new skills / developing skills

Skill development is driven by the organization (HR)

There is a need to get the manager to drive skill development (HR function awareness within operation)

Learning system for quick adoption and dissemination of new technology

Develop people management skills, including guiding and coaching people

ORGANIZATIONAL ANALYSIS - SKILLS

Best Practice Findings Emerging HR Issue The number of people

is appropriate for the amount of work

There is an effective process for integrating new people into the organization

People are located close to customers where work is

The company is able to attract and retain talent

The common saying at Coy X is “We have people, but we don’t have (good) people”

There is a felt need for a proper Manpower Planning exercise to identify the required manpower in terms of both headcount and competencies (to match the business plan)

Manpower planning that is aligned with the business plan of Coy X

System for Employer branding and talent attraction & retention

Challenging environment, career progression and performance-based rewards system needed

ORGANIZATIONAL ANALYSIS - STAFF

Best Practice Findings Emerging HR Issue People feel part of the

team

The social network of the organization is strong

Employees see other employees as partners

There are mechanisms to create a sense of teamwork

Operations staff are located in the field, close to work and customer

Many key persons have left the company

New recruits from good universities are becoming hard to retain, especially during the first three years of their employment

Strategy and mechanism for fast , continuous recruitment

Integration of position, person (competency) and performance to obtain a fit

Succession planning system is needed

ORGANIZATIONAL ANALYSIS - STAFF

Best Practice Findings Emerging HR Issue Leadership style

varies depending on situation and maturity of follower

Decision making is aligned with the organization’s values

Decision making meets needs of the organization

Leadership is seen to have achieved the strategic objectives and performance requirements

Leadership style is perceived to be participative, compromising, forgiving, relationship based; there is a need for assertiveness

Decision making is said to be guarded

Need to design the required Leadership Competency Model

There is a need to agree on a style of leadership that is considered to be effective for driving performance, creating the required culture and achieving the strategic objectives

ORGANIZATIONAL ANALYSIS – STYLE*

*Style = Symbolic Behavior

Best Practice Findings Emerging HR Issue There is a need to

improve teamwork between divisions & departments

Need to improve communication & collaboration

Strong social network with spirituality as a binding factor

Care should be taken not to exclude any employee

Well designed and executed mechanisms are needed for improving teamwork, collaboration and communication

ORGANIZATIONAL ANALYSIS - STYLE

Best Practice Findings Emerging HR Issue Leaders communicate

with others regularly

Leaders are visible

The leaders are effective role models for the rest of the organization

There is a need to have effective decision support systems that can speed up decision making; as well an attempt to minimize bureaucratic procedures

Leaders are communicative, but are not very visible

Leaders do not seem to be considered as role models

Need to build an effective decision support system that can aid decision making

The leadership should create different for a for continuous communication to different levels in the organization, be highly visible, and be seen as modeling the values of the company

ORGANIZATIONAL ANALYSIS - STYLE

Best Practice Findings Emerging HR Issue Organization values

are clear and well stated

Organization values are aligned with individual values

Values are aligned with the organization’s mission and objectives

A distinct organizational culture is yet to evolve

Values are clear and well stated

There is an effort to build professionalism through the concept of the spiritual organization

Values are aligned with the mission and objectives

How to use spirituality to obtain a values-driven organization?

How to utilize spirituality to build a culture of professionalism and performance?

ORGANIZATIONAL ANALYSIS – SHARED VALUES

Best Practice Findings Emerging HR Issue There are rewards for

behaviors that align with the values

Breach of values is firmly dealt with

Values are communicated through out the organization

There are no tangible rewards for behaviors that align with the values

There is a need to be firm in dealing with breach of values

Value are communicated and socialized

There is still some way to go to sustaining and institutionalizing the values

Design a system to recognize and reward behaviors that align with the values

Implement the disciplinary procedure for breach of values

Leadership to live and breath the values, as role models

Build a culture of technology and knowledge

ORGANIZATIONAL ANALYSIS – SHARED VALUES