Transforming HR and Human Capability

1. C A T A L Y S T
C O N S U L T I N G
HC STRATEGIES FOR TRANSFORMATION
D E B B I E C R A I G – C E O C ATA LY S T C O N S U LT I N G
CORE COMPETENCY
OVERVIEW

4. Perspectives Line vs. HR
They don’t
understand
the business
They make
my life
difficult
They don’t
add any value
They’re
bureaucratic
They’re off
on their own
mission
They ignore
policies,
procedures and
guidelines
They see
HR as a
necessary
evil
We’re
expected
to pick up
the pieces
They don’t
listen to us
They’re
incompetent
and can’t do
their jobs
properly
They don’t
care about
their
people
20% difference between HR view and
manager’s view of HR effectiveness

5. New World of Work
Source: McKinsey: The Five Trademarks of Agile Organizations

6. Exponential Thinking
How do we get here?
Not here?
We
are
here

7. C A T A L Y S T
C O N S U L T I N G
HC STRATEGIC TRANSFORMATION JOURNEY – CASE STUDY
7

8. Business challenges and HR response
Business People Challenges
 Need to drive a culture of high performance,
accountability, focus, responsive, proactive customer
centricity,
 Need to develop leadership capability to drive the
implementation of the strategy and a high performance
culture
 Need to ensure attraction and retention of key talent in
the Operations/IT area
 Need to manage the transition of near retirement
experts – transfer of knowledge, mentoring, exit
strategies, succession planning
 Need to close the skills gap and develop leadership and
technical specialist skills – with specific focus on mission
critical skills
 Need to develop change management skills and
capacity within the business - industry disruption
 Need for effective and consistent HR systems,
processes, tools and skills to manage people effectively
and the data to make HC decisions
HR Response
Audit findings
FROM: Transactional, administrative HR,
managing cost not contribution
TO: Transformational, value-adding HR,
respected business partners
ENGAGE
PEOPLE GROW
TALENT
BUSINESS INTELLIGENCE
CHANGE MANAGEMENT
POOR PERFORMANCE MANAGEMENT
• Poor accountability
• Weak performance management
• Culture re-alignment
• Low leadership capability
HIGH TALENT RISK
• Key man dependencies
• No succession planning
• Poor knowledge sharing

9. Transforming HR
Critical success Factors
• Clear HR strategic goals and value proposition to business
• Integrated HR system – data accuracy and automated self –service
processes
• People intelligence capability – accurate reporting
• HR competence and credibility – working at the right level
• Line owning more of the HR role – partnership model
• Streamlined HR processes enabled by systems

10. HC Transformation Process
HC strategy
• Business strategy
review
• Line Interviews
• HC purpose & intent
• HC vs line roles
• HC Scorecard
HC structure &
processes
• HC operating model
• High level functions &
roles
• Process mapping
• RACI
• Detailed roles &
resource requirements
HC architecture &
Employee experience
• HC architecture – org
design, levels, roles,
jobs, competencies
• Touch points for
• Employee
• Line
• HR
• External
HC Competencies &
roles
• HR competency
framework
• Role profiles
• Proficiencies per
role
• Grading
Communication –
overview of process
HC scorecard Organogram
HC
architecture &
EE EX
HC
competencies
and role
profiles
Individual scorecards &
PDPs
• Individual scorecards
Finalise
• Assessment
• Role to person match
• Development
discussion
• PDP
HC Project planning
• Annual calendar
• Business as usual
• Strategic projects
• Support required
• Systems required
• Change management
HC Capacity building
• Capacity building plan
• Group sessions
• Individual learning
• Coaching
• Accountability
Team capacity
building
Communication –
detailed process
HC individual
scorecards &
PDPs
HC project
plan
HC capacity
building plan

11. HR Framework - examples

12. HR Strategic Review and Plan examples

13. HC Focused Strategies – 3 years
Strategic
intent
Exec
commitm
ent
Comms
plan
Capability
building
Account-
ability &
measures Systems,
data &
reporting
CHANGE JOURNEY
Data
Info
Insight
Problem
Solve Business
results
Attract
& retain
Perform
Grow
Reward
Career
Dev
Fast track
Talent
Culture
DNA
Leadership
signature
Events
Policies &
practices
Communi
cation
Conver-
sations

14. Engage people
Culture
DNA
Leadership
signature
Events
Policies &
practices
Commu
nication
Conver-
sations
Identify and build
the Culture DNA
Engage all levels to craft
DNA behaviours
Assess current
perception (survey)
Identify culture
champions
Build capacity
Annual review and
initiatives
Change management
Identify &
develop the
Leadership
signature
Engage leaders to
develop leadership
behaviours
Assess current leaders
Build capacity – all
levels
Quarterly review and
initiatives
Plan Engagement
Events
Strategic Engagement
Celebrations
Special Days
Year End/Long Service
Talent Segment events
(young talent/women)
Recognition
Enhance policies
& practices
Identify policies &
practices impacting
culture or engagement
Improvement projects
eg. innovation, decision
making,
transformation/diversity
Recommendations
Ensure clear,
consistent
Communication
Identify target
audiences & messages
Match channels (warm,
cold)
Communications Plan
Build capacity for
leaders
Take
accountability for
the right
Conversations
Engaging conversations
Feedback conversation
Coaching conversation
Tough conversations
Team conversation

15. Grow talent
Attract
& retain
Perform
Grow
Reward
Career
Dev
Fast track
Talent
Attract & retain
talent
EVP
Segmentation
Recruitment
On-boarding
Retention initiatives
Optimise
Performance
Strategy cascading
Performance
Standards/ Role
Profiles
Performance Goals
Regular Feedback
Performance reviews
Grow Competence
& Confidence
(current role)
Competency
Standards
PDPs
Feedback & Building
capability
Self-leadership
Reward &
Recognise
Benchmarked
Remuneration
Performance
Incentives
Recognition for
contribution
Offer Career Dev
Options
(future role)
Career Matrices per
job family
Career dev
conversations &
plans
Mentoring & Support
Identify & Fast
track Talent
Establish talent
forums
Identify talent (9
box, PoE, pipeline)
Talent pools &
segments
Accelerated
development

16. Business Intelligence
Data
Information
Analyse &
Interpret
Problem
Solve
Business
Performance
Clean up and
verify data and
ensure data
integrity for the
future
Define
information
requirements and
how best to
present
information for
the various
stakeholders in
the business
Develop/source
and use effective
tools and
processes to
analyse an
interpret data and
information to
realise business
benefit
Apply effective
problem solving
techniques and
processes to
resolve issues
identified from
analysis
Use outcomes of
business
intelligence
approach to
support line and
the exec to drive
performance

17. Change journey
Strategic
intent
Exec
commitm
ent
Stake-
holder
Comms
plan
Capability
building
Account-
ability &
measures
Systems,
data &
reporting
Strategic Intent
Define role of HC in
achieving business
results
HC Risks &
opportunities
HC philosophy
Exec commitment
Define role of Exec
Exec & leadership
alignment session
Visible commitment
Next level engagement
Stake-holder
Comms plan
Identify stakeholders
involved in the change
Communications &
engagement plan to
ensure awareness &
mind-set shift
Capability building
Capacity building
sessions at all levels to
build confidence &
competence in engaging
people and growing
talent [incl HC]
Account-ability &
measures
Establish system of
accountability
Include clear measures
as KPI’s
Systems, data &
reporting
HC IT system to
streamline processes
Identify data required to
monitor HC risk , results
& business impact
Reporting for decision
making

18. HC identity

19. Human Capital Scorecard
Strategic Intent Our HC purpose: “to proactively partner with the business to ensure that BankservAfrica has competent, engaged people and effective leaders in the right
places, doing the right things… the BankservAfrica way”. The focus for this strategic period is to create the foundation of work structure, levels, roles,
systems and performance criteria as a base on which to build leadership capacity, an engaging high performance, agile culture and to attract and retain
the right talent.
KPA Objective Measures
FINANCES
Budget & financial management Ensure accurate forecasts and budgets and to remain within 10% of forecasted and approved
budget
HC budget vs actual
Develop and get approval for robust business cases for high budget projects (above R250 000) Business case document, project docs and sign off
STAKEHOLDERS
Stakeholder Mgt Build partnerships by setting up and managing SLA’s in order to manage delivery expectations Signed off SLA’s with all departments and BU’s
PROCESS DELIVERY
Strategic Alignment HC strategy is documented , aligned to Business Strategy and cascaded to team
Metrics identified and tracked to measure impact.
Sign off of Strat Doc. Progress against plan
HC metrics report.
People Support Develop and implement the people support strategy that ensures employees are managed and
supported through the employee value chain in an efficient and cost effective manner to
optimise HC resource availability and productivity
Recruitment, on-boarding, Perf Mt, Rem, benefits & recognition, engagement, wellness, IR,
Admin, Separation
Sign off of Strat Doc. Progress against plan
People support metrics, relevant SLAs (recruit, perf,
engage, reward, IR, wellness, admin)
Engagement survey covering all aspects
People Growth Develop and implement people growth strategy that uplifts the broader capability within
Bankserv for future sustainability including
Talent management, L&D, WSP. Perf Mgt, Attraction & Retention
Sign off of Strat Doc. Progress against plan
People growth metrics, relevant SLAs (L&D, WSP, perf,
talent)
People Intelligence To provide accurate employee data, analysis, reports and functionality that facilitates effective
decision making around people risks, costs and opportunities. To provide a user-friendly system
for managers and employees to mange their employee life-cycle (personal details, leave,
overtime, claims, pay, tax, recruit, performance, develop, talent mgt, etc)
Sign off of Strat Doc. Progress against plan
People intelligence metrics, relevant SLAs (system, ESS,
MSS, data accuracy, reporting )
Remuneration & Reward To implement an integrated remuneration, reward & recognition system that drives individual
and team performance, attracts & retains talent, and is aligned to organisational performance
(rem, incentives, benefits, payroll)
Sign off of Strat Doc. Progress against plan
Rem & Reward metrics, relevant SLAs (rem, LTI, STI,
recognition)
COMPLIANCE
Risk Develop and manage HC risk matrix including mitigating actions and reporting HC risk matrix approved
Compliance Comply with all relevant legislation (COID, EE, LRA, SDA, WMC, SARS and internal governance
(policies and procedures)
Compliance. Accuracy & completeness
Allocated time frames
BBBEE Develop and execute a BBBEE strategy specifically related to skills development and
management control
BBBEE strategy and report & metrics
PEOPLE
People management Ensure the credibility and capability of the HC team to deliver the strategic objectives and meet
SLAs through effective leadership, people management and capability building.
HC processes implemented. HC team capability, SLA
achievement and Perf scores (BU & indiv).
Engagement scores

20. Line vs. HR roles
HC strategic and specialist role HC business partner role Line manager role Employee role
• Develops and implements the HC
Strategy in consultation with
management
• Business partner to executive and
senior managers i.e coach, guide and
influence senior leaders to drive the
processes and hold people
accountable
• Ensures customer satisfaction of
entire HC function
• Develop process, tools and training
for all HC process
• Quality assure compliance of
managers
• Provide the technology and system to
streamline the processes
• Brings best practices to the attention
of the business
• Customises programs to business unit
needs
• Defines and meets the unique
needs of the customer
• Implements HC programs using
business unit-specific knowledge
• Defines HC strategy at business
unit level
• Resolves customer-sensitive issues
• Advise & guide managers in the HC
process
• Quality assure compliance in their
customer base
• Manages change & communication
in their business unit
• Resolves customer administrative
issues and processes transactions
• Drives a high performance culture
through communicating an
inspiring vision, strategic goals and
values
• Align dept, team and indiv goals to
strategy
• Keep role profiles updated
• Manages people through the HC
value chain in partnership with HC
including recruiting, managing
performance, coaching and
developing competence, rewarding
and motivating, identifying and
developing talent
• Fosters a culture of teamwork,
diversity, inclusivity, safety, health
and wellness
• Hold people accountable for
performance, development and
behaviours
• Be a loyal and
committed Co X
employee
• Manage own
performance,
development and
career growth with
support from HC
and manager
• Have courageous
conversations -
feedback to
colleagues and
upwards feedback

21. HC architecture
Financial
Customer/Stakeholder
Management
Delivery of Processes and
Projects
Compliance
People
Department Scorecard
My
contribution
My role
My growth
My future
My purpose
Role Profile Contribution Plan
Financial
Customer/Stakeholder
Management
Delivery of Processes and
Projects
Compliance
People
Financial
Customer/Stakeholder
Management
Delivery of Processes and
Projects
Compliance
People

22. Competency Management

23. People Journey

24. Talent sourcing framework
for attracting, engaging and retaining talent

25. Documenting H.C. Policy, Process, Procedure and
Toolkit
Policy
Key principles, scope, statements, roles 1
Document with Chapters with links per
practice area. Word doc. Board sign off level.
Process map level 1 & 2 - Visual
High level (1) Process flow and detailed (2) role
specific process steps in a visual format – with roles
(swimlanes Left to right). Picture process for
Employee Visio doc. Ppt can be used for drafts.
Procedure - Process steps
level 3 & 4 table & notes
(NB! Employee vs HR versions)
Detailed description of each step in a table.
More detailed description of key principles,
procedures, guidelines or RACI charts as
required. Word doc
Toolkit – for managers (pulling it all tog)
(NB! Quick Guide vs comprehensive)
User friendly guide for managers to understand and fulfil their
role in the process. Summaries of policy, process, procedure,
roles tools. Word doc.
A B
C D
CONTENTS
Context and introduction
Glossary/definitions
Principles
Process Map Visual
Process overview
Procedure Table
Roles
Tips
Related documents
Addendums
CONTENTS
Policy Overview (Purpose, Scope)
Principles
Level 1 process
Related documents (Table of links Per
audience)

26. Competency Frameworks

27. HR Career Path – visual representation

28. HC strategic project management

29. Change Management

30. HC capability building

31. The Workforce of the Future

32. Evolving HC Frameworks 3.0 - 4.0
Talent 3.0 Talent 4.0

33. HC 4.0 maturity framework
Future-fit
orientation
Technology, metrics,
dashboards
Strategy, integration
& alignment
Frameworks, tools,
practices, principles
Level 1
Fragmented
Level 2
Traditional
Level 3
Integrated
Level 4
Optimised
Using historic people and
work trends and current
industry trends
Manual processes, isolated
reporting, immature talent
analytics, compliance driven
Talent strategy immature,
fragmented, not integrated
No talent framework,
processes, practices,
principles and tools
Using current people and work
trends and current industry
context, no integration
Inconsistent automated HC
systems, no integration of
data, proactive multi-
dimensional dashboards
HC strategy siloed, not
integrated and
inconsistently applied
Defined common practices,
inconsistent integration &
implementation
Using current and future
work trends and industry
context, integrated
Technology enabled,
integrated, mature analytics,
segmented approach to
risks and trends
HC strategy defined,
common practices with
some HR integration
Operational framework
defined, integrated with HR
process
Using multi-generation,
segmented, future world of
work and Industry context
Mature technology enables
optimisation of business and
HC trends, risks, scenarios,
predictable models
Mature, integrated, HC
strategy optimises business
priorities
Mature robust practices,
entrenched, leader-led,
rhythmic roadmap
This is a sample text. Insert your
desired text here.
(Low) (Medium) (High)
Capability and Readiness
Risk&PrioritytoBusiness

34. New roles for HR
Practitioner
Industrial Age
Moderator
Information Age
Brain Focused
Agile Management
CEO
Agile Teams
Employee experience
360
Formal and informal,
continuous
Task Focused
Bureacracy
CFO
Headcount
Cost cutting
Top down
Formal, scheduled
Partner
Imagination Age
People Focused
Meritocracy
COO
Individuals
Motivating staff
Two-way
Formal and informal,
scheduled
Role of function
Management
Reporting line
Focus
Value-add
Feedback

35. CHOICE
Building Meta-capabilities
Curious
Creative
Courage
Conscious
Critical thinker
Collaborative
Change influencer
From indifferent spectator…
To curious explorer
From cautious dreamer …
To possibility connector
From passive hitch hiker …
To maze navigator
From status consumer …
To community builder
From independent competitor …
To trust cultivator
From default thinker …
To meaning maker
From controlled critic …
To courageous adventurer
From distracted operator …
To wise discerner
Contributor

37. Contact Us
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Phone +27 11 465 6270
Email admin@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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