Talent Management - Clear Framework - Roles and Competencies

People Practices - Strategy and Execution

Case Studies

The Client:

A large muli-national organisation.

The Brief:

We were engaged by the Human Resources Executive to work with HR and senior business leaders on revising key HR processes that senior leaders in the business were finding overly complex and confusing to apply within their teams. 

Initially there was negative feedback about position descriptions being seen as lengthy and convoluted, further feedback indicated confusion and outstanding issues regarding how competency materials, career pathways and progression were understood for performance review and development, talent management and succession purposes.

We were asked to look into the practices involved and provide advice on how these could be improved to be less HR centric and more business and user friendly for managers and staff.  Beyond analysis and providing advice the client wanted us to  work with them to implement changes which would include reviewing and updating of position descrptions and career maps for a number of business units.

Our Response:

We undertook initial research to understand the current practices and the issues that had been raised by senior business leaders.  As part of this process we held one on one discussions with key leaders globally. 

The input from these discusions helped us to identify a better way of presenting Position Descriptions and competency materials.  We consulted with key leaders to help to refine our approach and get their input into role expectations and requirements on the ground.

Input from leaders further assisted us to understand the confusion within the business about the identified HR processes.  In response we developed a conceptual framework to help leaders to make clear connections between key people management processes - from the purpose and use of Position Descriptions, how they relate to competencies, to the way roles are defined at different levels, to recasting role definitions used for career maps, to clarifying linkages with performance reviews, talent reviews, remuneration (fixed and variable) linkages and how company values apply in defining expectations and reviewing performance as well as task related outcomes.

We developed new formats for Position Descriptions and rewrote Position Descriptions for all job roles across three business units of the Company.  This involved revisting the presentation of competency materials.  The format applied has been adopted by HR to use with other business areas.

We revised and in some cases developed career maps showing requirements for progression from role to role to support performance review, succession planning and talent management practices.

We provided a conceptual model for use in HR materials and leader training.  We also provided some direct training and briefing materials for leaders in the updated practices.

The Results:

The HR Executive advised that what had become a significant irritant for senior leaders within the business had now been rectified and that senior leaders had appreciated the HR response and the direct involvement they had in inputing directly to the consultant regarding their concerns and ensuring materials were updated to better reflect business requirements.

After the original project we worked with other business units to assist them to adopt these changes and provided material to HR to enable them to use the upated processes internally.  The project work we did for this assignment was carried out over a period of approximately 12 months.

Business Performance Through People

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