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
3
4
5
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
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Identify and document gaps between current and desired state and action steps required to get there
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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
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If system customisation is required – review functional design
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Last resort – create custom code to accommodate functional design
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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
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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
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Fam1 Fam2 Fam3 D
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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?