Customized Individual Development Plan / CIDP® Refined Analytics 2014 .
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Transcript of Customized Individual Development Plan / CIDP® Refined Analytics 2014 .
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Customized Individual Development Plan / CIDP®
Refined Analytics 2014
www.refinedanalytics.comwww.refinedanalyticsindonesia.com
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Content What is CIDP? What to expect from CIDP? How CIDP works Developing CIDP with 360o assessment
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What is CIDP? CIDP is a set of Human Resource Development
Blueprint to improve the quality of Human Capital in an organization
The Development Plan is assigned to each individual according to their own unique requirement
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What to Expect from CIDP? Highest Return on Investment on HR training and
development plan The most effective and efficient organizational
structure Job analysis to bring the most of every individual Salary structure to increase employee motivation Improve employee satisfaction to greatly
improve performance and loyalty Human Resource integrated and holistic
development Business process and performance improvement
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How CIDP Works Individual job description and evaluation
assessment Organizational cultural analysis Competitive Pay structure analysis Current job duty evaluation
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Individual job description and evaluation assessment
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Director of Operation Importance Frequency Skill possessed
People Development 4 7 4Ability to delegate/follow up, getting jobs done through
others 7 4 4Multi-task abitlity 7 4 4
Process technology drive 1 1 1Understanding the financial position and details of your
company 1 4 4Handle problems and bottlenecks 4 7 7Process improvement strategies 4 4 4
Meet people face to face 4 1 4Ask questions and listen attentively 4 4 1Understand business wholistically 1 1 1
Team building and environmental development 4 4 4Communication: verbal and written 7 7 7
Enforce standards (safety issue, food quality, cleaniness) 4 4 7
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Cultural Inefficiency Possible Solutions Next Steps
Define the role of HQ relative to Operations
Is HQ the place to CENTRALIZE duties to improve efficiency? Does HQ
support Operations or does Operations support HQ?
1) Discuss and decide HQ/Ops roles
Duplication of duties1) Commit to clear job duties and responsibilities for each individual
1) Finalize job descriptions (use attached form in appendix)
2) Use tools such as RACI to assign and communicate responsibilities
2) Develop RACI Chart to clarify and communicate everyone's
role and responsibilities
Refocus Operations personnel to "value-added" work
1) Consider centralizing HR and/or IT to headquarter position
1) Determine if HQ personnel have skills to do centralized
HR/IT job
After completing above, develop organization chart, circultate and communicate
extensively
1) All PJX leaders should commit to and respect the chain of command
1) Complete 1 and 2 above first, then design org chart
Indecisiveness1) Commit to decision authority
matrix (RACI Chart)
Complete RACI Chart, communicate and adopt
decision delegations
Organizational Cultural Analysis
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Competitive Pay Structure Analysis
Position Min Med Max Bonus
General Manager
42,000 46,000 50,000 1-3k
District Manager
55,000 62,500 70,000 5-8k
Pay
Experience and performance
42
50
Ideal pay
Next Step: Compare individual pay to market pay rates
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Current Job Duty Evaluation
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Skills possessed
Imp
ort
an
ce &
Fre
qu
en
cy
of
cu
rren
t jo
b
Business understandingTechnology
PlanningTechnology
Business opportunity cultivationData entry
People developmentDelegationMulti taskingListeningCommunicationStay calm under pressureProblem solvingAudit assuranceTaxationStrategyFinancial acumenStrategic leadership
Client relationsSelf developmentPlanningDeveloping salesFinancial acumenMaintain recordsComputing net earningProduct deliveryPresentation skillBusiness vision
CommunicationMeet peopleFinancial auditAttention to detailOrganizational skillCorporate reportingFinancial managementCoaching & mentoringPerformance & QCPerformance & QCCoaching & mentoringAttention to detail
Integrity
Problem handlingStandard enforcementSupervisingInitiativeRegulation and trendsDiversity awarenessAnalytical thinkingPlanningCoordinationInfluencingCoordination
Client relationsDiversity awarenessMulti taskingGeneral mathAnalyzing informationApproachablePrioritizing
Under Utilized Skills
Training Opportunity Best Fit
Director of OperationAdministratorCFO District ManagerDistrict ManagerHuman Resource &
Payroll
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Current Duties (before CIDP)
Corporate Projects 20%
IT 10%
Driving 10%
HR 20%
Store Checks 40%
New Duties (after CIDP)
Operations improvement
Business development
People development
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Developing CIDP with 360o Assessment
Customized Individual Development Plan
Performance
evaluation
Scores from manager
assessment
Results of management practice
survey
Results from job
description self-
assessment
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Results of manage-ment practice survey Results from job de-scription self-as-sessment Scores from manager assessment
Manager – Top View
Peer – Horizontal View
Self Assessment - Bottom View
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Results of management practice survey Results from job description self-assessment Scores from manager assessment
Manager – Top View
Peer – Horizontal View
Self Assessment - Bottom View
Manager – Top View
Peer – Horizontal View
Self Assessment - Bottom View
Before CIDP Weighting
After CIDP Weighting
Distributing Assessment Weight Proportion For Maximum Results
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Finding Correlation Between Individual and Company Performance
Office 1 Office 2
Office 3
Office 4
Office 5
Office 6
Office 7
Office 8
Office 9
Office 10
Office 11
Office 12
Office 13
Office 14
Office 15
0.19 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)
0.79 (0.24) 0.26 0.43 0.16 (0.14) (0.07) 0.22 (0.04) 0.01 (0.13) (0.32) (0.11) (0.17) (0.24)
0.70 0.15 0.15 (0.18) 0.35 0.85 (0.02) 0.33 0.15 (0.02) (0.63) (0.35) 0.28 (0.52) (0.67)
0.41 0.47 0.10 0.10 (0.33) (0.03) (0.23) (0.46) 0.67 0.10 (0.40) 0.02 (0.61) 0.07 0.18
0.76 0.33 0.63 (0.04) 0.53 0.03 (0.04) 0.40 (0.27) (0.12) (0.54) (0.04) (0.37) (0.34) (0.60)
0.23 0.52 0.17 (0.05) 0.12 (0.08) 0.28 (0.16) (0.08) (0.13) (0.11) 0.03 (0.76) (0.35) (0.16)
0.17 0.45 0.67 0.62 0.45 (0.25) 0.12 (0.10) (0.35) (0.13) (0.22) (0.30) (0.30) (0.02) (0.55)
0.17 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)
0.13 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)
0.44 0.45 0.22 0.05 0.25 (0.25) 0.39 0.42 (0.35) 0.30 (0.61) (0.03) 0.05 (0.08) (0.22)
0.42 0.99 0.18 0.46 0.59 0.39 0.29 (0.21) (0.21) (0.04) 0.68 (0.37) (0.33) (0.34) (0.66)
0.17 0.62 0.31 0.76 0.42 (0.08) (0.41) (0.39) 0.02 (0.41) (0.02) 0.01 (0.08) (0.38) (0.03)
0.17 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)
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Finding Correlation Between Individual and Proxy Assessment
11 7 12 4 3 5 6 10 2 1 8 9 13 0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
1.10
0.40
0.50
0.43
0.44
0.43
0.50
0.47 0.47
0.57
1.00 1.00 1.00 1.00
Corr
ela
tion w
ith P
roxy
Ass
ess
ment
Individual Assessment
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Individual and Business Performance as CIDP Benchmark
Blon
do
Lawre
nce
Linc
oln
North
Met
calf
Milita
ry
Orcha
rdPa
rk
St Jo
e5.005.205.405.605.806.006.206.406.606.807.00
6.08
6.37
5.93
6.156.216.03
5.785.81
6.06
5.75
6.37
5.98
5.77
6.23
5.85
Busi
ness
Pe
rform
ance
Individual Evaluation
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Spotting the “Hot Area” For the Most Effective Training For the Highest ROI
Q2, Q5, Q6, Q10
1. I know what is expected of me at work. My immediate supervisor focuses me.
8. My immediate supervisors help me to see the importance of the mission and purpose of the organization, and makes me feel that my work is vital in accomplishing it.
9. My immediate supervisors hold my coworkers and me accountable for doing quality customer focused work.
13. Overall my supervisors create an environment where I can be most productive and successful
11. I talk frequently with my immediate supervisor about my progress. This includes my contributions and how I might improve
7. At work, my immediate supervisor listens to my ideas and values my opinions
12. My immediate supervisor challenges me and also gives me opportunities to learn and grow
4. I receive recognition and praise for good work. My immediate supervisor helps me see the value I add.
Q14,Q15,Q16,Q17
Rati
ng
Correlation
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Employee Satisfaction and Motivation Booster
Data from our past project with one of our clients in the US
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DataE
mp
loyee S
ati
sfact
ion
Training PayRecognition
52%
58%
65%
By reading the data, we would conclude that our client needed to increase pay to boost employee motivation
Data from existing employee
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Data vs NormativeE
mp
loyee S
ati
sfact
ion
Training PayRecognition
Normative Data from in similar industry
48%
52%
71%
58%
65%65%
Data from existing employee
When we compare with normative data, we may reconsider to focus on increasing recognition towards the employees
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AnalyticsE
mp
loyee S
ati
sfact
ion
Training PayRecognition
48%
52%
71%
58%
65%65%
The strongest leverage point identified through analytics
Normative Data from in similar industryData from existing employee
With deep analytics assessments, we found that training was the strongest point to improve the company performance
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CIDP has been successfully implemented in various companies, for example: Starbucks Coffee Conoco Phillips Pepperjax Grill Green Plains Renewable Energy REMAX Capital One Maharishi University of Management etc
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Contact Us: Refined [email protected]
www.refinedanalytics.com
www.refinedanalyticsindonesia.com
For any inquiry, including:
•Training•Consulting•etc