Liberty background. We collectively put our knowledge and insight to work to make a difference in our customers lives

Liberty background Liberty background We are a leading financial services group founded in 1957 We have grown from being a South African life insu...
Author: Zoe Barrett
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Liberty background

Liberty background We are a leading financial services group founded in 1957

We have grown from being a South African life insurer to a PanAfrican financial services company

We collectively put our knowledge and insight to work to make a difference in our customers’ lives

We provide investment, insurance and health offerings to individuals and businesses

Liberty background The facts

R611 million +2.5 million of assets under management

clients

1.1 million

±5600

R480 million

square meters of properties

Permanent employees

Invested in support of education initiatives + projects in our communities

Liberty- The advantage of knowing

Liberty structure

Liberty structure – how we operate

Thabo Dloti Group Chief Executive

Liberty structure – how we operate

LISTED ON THE JSE ON 11 DECEMBER 1968

South African long-term insurance

Asset Management

Property administratio n and development

Health administratio n, services and medical expense short term shortterm insurance

Namibian long-term insurance and asset management

East African long and short term insurance

Problem statement

Problem statement • Liberty HR was looking to better partner with their stakeholders across their Human Capital transactional and value-add requirements • As the organisation embarked on a growth strategy there was the realisation that the building blocks of the HR architecture needed to be reviewed: - for integrated and informed decision making, - to draw greater insights into our employee base, - to realign past processes that were people centric to be work centric

aligned to business requirements

Problem statement As such, partnership with QBIT to assist with enhancing the people, process and technology elements that inform the 5 strategic people levers of: Work and structure

Output

Competence

Remuneration

$

Culture

Driving strategy through people The 5 people levers

Work and structure

Reward

Culture

Competence

Output

HR functional architecture

Standard Integrated People Practices© • People practices in business are sets of rules that articulate the need of a business to manage people and productivity to the maximum benefit of the business within the context of what motivates people to do their best • These people practices should be designed to function in an integrative manner to 1

2

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Enable management decision making

Enable value added functions like talent management and succession planning

Support and influence business strategy

Drive a healthy engaged workforce

Assist in integrated process delivery

6 Assist in information integration

Standard Integrated People Practices© Succession planning, career & pipeline management

Talent management

True value add and HR partnering

Assessment centres

Liberates Workforce planning

Life-cycle of employee engagement

Recruit on boarding

Performance management

Learning & development

Reward & recognition

Retention & exit management

Integrates ROLE SET-UP

The core on which it all depends

Critical skills management

POSITION MANAGEMENT Level of work

Level of work strategy

Generic Roles

Output strategy Competency strategy Reward & benefits strategy

Applied Position

Performance contract Personal competency Salary, benefits, incentives, etc.

HR core data

HCM core data – what it looks Like

Role families

Monthly GL

Self service approval

Level 4

Resource planning

Level 5

Level 3 Level 2

Level 1

Generic role grid

Positional hierarchy

Supervisor hierarchy

Organisational and cost hierarchies

The plan of action

The plan of action

1. Build the wire frame

2. Test the wire frame against technology (Avoid custom build)

Could choose a pilot area to rapid build and follow-on with the balance

3. Test/verify levelling method

4. Test/verify levelling method

Test/verify levelling method

Setup eProfile

Build/align output library

Load aligned libraries

Build/align competency library

Populate modelling rules for EP roles

Confirm grading approach

HR Change Support!

6. Complete build:

5. Verify role data: • •

HR business partner test HR integration test.



Build and verify generic roles Need to look at policy/process alignment

Make adjustments as required through testing

7. Migration process: •

Up skill HR on Liberty functional architecture

Achieving HR functional and technical alignment Build the wireframe •

Workshop each component of the HR Functional Architecture



Use the 5 tiers of differentiating work to ensure a logical flow between component design and to avoid oversight



Document design principles for each component



Identify and document gaps between current and desired state and action steps required to get there



Create a first draft HR Functional Architecture (FA) Document - this is the ultimate guideline to ensure alignment

Achieving HR functional and technical alignment Test the wireframe •

Confirm system functionality to enable each component



Identify alternative system configuration solutions



If system customisation is required – review functional design



Last resort – create custom code to accommodate functional design



Ensure the HR FA document is kept updated with all changes

Achieving HR functional and technical alignment • Data management tool • Configure a Data Management Tool (DMT) to serve as staging area for data • Align configuration to the HR FA document and the subsequent SAP SRS – data field lengths, data type, data relationships and templates • Import the necessary data from SAP and other sources, while maintaining data relationship links • Edit imported data in the DMT to ensure compliance to SAP requirements • Use the approval and validation functionality to ensure all data for export to SAP is aligned with SAP SRS

Achieving HR functional and technical alignment • SAP system specification • Draft SAP Systems Requirements Specifications (SAP SRS) for new/changed functionality • Include data requirements, formats, relationship links • Verify the SAP Systems Specifications against the HR FA document

Achieving HR policy and practice alignment • Clarify the various practice areas that exists within the HR Operating Model • Ensure that each component in the HR FA is covered by a practice (incl. HR Business Partnership; HR Operations, HR IT, HR MIS, HR PMO) • Ensure practice owners are assigned to each practice or a group of related practices • Referencing the HR FA, draft Roles and responsibilities for each practice, identifying hand-over points to other practices • Using RACI, clarify and confirm all of the practices in relations to one another – impact, hand-over points, dependencies – to ensure integration

Achieving HR policy and practice alignment • Update roles and responsibilities • Referencing the HR FA and agreed to roles and responsibilities, draft/update policies accordingly • Review and update HR processes according to policies and referencing the RACI chart – systems and manual • Identify and design reports required for each practice – by the practice owner; other practice owners; HR management; line and business management

Key learnings

Lessons learnt: New ways of working require new ways of thinking! • Take the time to educate (HR and, in time, Line Managers), not a once off activity but as you go along the journey, e.g.: -

Balancing work vs. people centric approaches Generic Profiles vs. Job Descriptions vs. Positional Content The alignment and confusion between level of work and Grade/Pay Capability vs. structure Dynamic between a Specialist vs. Leadership vs. General Staff Links between goal alignment and the management of work and performance - Difference between how the organisation is built vs. how finance costs (GL) - Impact of Over vs. under engineering…flexibility in a structure

Lessons learnt

Understand the skill set requirements and resource commitments to action the project and maintain afterwards

Lessons learnt

Be patient- “Rome wasn’t built in a day” but know when to start planning for the next phase and manage expectations and costs accordingly e.g. alignment of assessment competency libraries and integrated reports

Lessons learnt

Manage key stakeholder expectations and meet the business ‘where they are at’ when selling the solution

Lessons learnt

Partner with experts who can travel the journey with you and that align to your culture

Bringing it all together

The future is bright- talent management enabled Short term performance contracting & progression discussion

Developmental interventions

Fam1 Fam2 Fam3 D

N

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M

Y

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Long term career opportunities and aspirations

Critical specialised roles

Critical management roles

Identified new & current jobs regarded as critical

Role name

Immedi ate success or

Success ors 1-2 years

Succes sors 35 year

Com ment/ Actio n

XXXX

Candida tes

Candid ates

Candid ates

….

….

….

….

…..

….

Fam1 Fam2 Fam3 D

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Y

V

B

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K

V

Career and development contracting

Competence fit

Continuous assessment

Critical role succession plan

6

3

1

8

5

2

9

7

4

Long term performance

Questions?