ORGANIZATIONAL ANALYSIS Sample

ORGANIZATIONAL ANALYSIS
The Organizational Analysis was done using the Mckinsey 7-S Model. The objective of this exercise was to determine the extent of alignment between the various organizational elements (the given strategy, structure, systems, skills, staff/people, symbolic behavior or leadership style, and the shared values or culture of the organization). Any misalignment would call for certain actions to realign the elements. Through this exercise we have tried to identify the HR initiatives needed to bring about organizational alignment (with the strategic needs).

ORGANIZATIONAL ANALYSIS - STRATEGY

Best Practice Strategies are aligned with and supportive of the vision There is sufficient clarity of the strategy There is shared understanding and agreement on the set of strategies across the leadership team There is sufficient resources to fully address the strategies These best practices are very much in place at Coy X None Findings Emerging HR Issue

ORGANIZATIONAL ANALYSIS - STRATEGY

Best Practice Findings There is a need to carefully cascade the objectives and KPI, and clearly define the ownership and accountability Linking pay to performance is also needed Emerging HR Issue 1. Cascading objectives and KPI (Reviewing the Balanced Scorecard; Designing Individual Scorecards) 2. Job Accountability Statements 3. Pay-for-Performance system

There is clear accountability / ownership for each strategy The outcome (reward) for accomplishing the strategy is clear

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Emerging HR Issue

The organizational Structure is Corporate Design a businessstructure is appropriate / Head Office centric organization given the strategies centered (a postwith the Head Office and objectives merger design to playing a strategic (aligned) control and improve role laying down the business divisions) policies & systems, The roles are clear setting goals and and defined well A transition in the field managing enough to ensure is needed to adapt to performance, accountability the new structure developing and The reporting Support functions are rewarding structures are realistic, not seen as enablers; performance. practical, and clear they are procedure Strengthen the bound and marketing and product bureaucratic development functions

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Emerging HR Issue Delegate authority commensurate with responsibility & risk ; but monitor and control performance Re-design support functions as business enablers (build necessary mindset & competency; simplify procedures; improve communication & collaboration; emphasize planning

There is a seamless Structure (business connection to process too) is not customers agile to support speed of service to The floor plan/physical customers layout facilitates communications and The roles and interaction accountabilities could be better defined with The job descriptions a customer and levels are perspective structured to support career development Reporting structures are in place

ORGANIZATIONAL ANALYSIS - STRUCTURE

Best Practice Findings Floor plan / physical layout do not facilitate open communication and interaction Job grading needs improvement Emerging HR Issue Clearly define roles and job accountabilities (job accountability statements instead of job descriptions.

Improve floor plan / physical layout

Re-evaluate the jobs and design a suitable grade structure

ORGANIZATIONAL ANALYSIS - SYSTEM

Best Practice The following systems are in place and effectively used: Information systems for decision making Communication system for free flow / sharing of information & knowledge Performance measurement & management system Planning System Findings Corporate planning system is in place. But could be strengthened with an effective framework like the Balanced Scorecard Executive decision support (IT) system needs development Communication and Performance management systems need improvement Emerging HR Issue Adoption of a robust Balanced Scorecard mechanism Design of a system to facilitate smooth communication and sharing of knowledge Design of a Balanced Scorecard & Individual Scorecard linked performance measurement & management system

ORGANIZATIONAL ANALYSIS - SYSTEM

Best Practice Findings Emerging HR Issue

Reward & Recognition Reward & Recognition Design of a system is in place and system needs to be performance based effectively used aligned with reward & recognition performance system Business processes are seamless and form Business processes Simplification and a value chain are seen as integration of business bureaucratic and still processes (especially forming silos ; thereby HR processes) contributing to slow Mechanism for decision making and continuous action improvement initiatives Redundancies seen in which are based on some processes (due Small Group Activities to merger)

ORGANIZATIONAL ANALYSIS - SKILLS

Best Practice Identification and development of the following skills: - Technical -Communication -Management -Leadership -Global mindset -Project management Skills are built into the selection process Findings Emerging HR Issue

Skills are in the Implementing the process of being competency model identified. and competencybased HRM A competency model and a competency Learning system for dictionary are being developing prepared communication, leadership, & project Communication, management skills , as leadership, & project well as the global management skills and mindset global mindset development to be Learning system for stressed strengthening & sustaining technical Skills are built into the skills development selection process.

ORGANIZATIONAL ANALYSIS - SKILLS

Best Practice Supervisors / managers are rewarded for effective people management Incentives are provided for skill building Findings Improvement needed in management of people Emerging HR Issue Learning system for quick adoption and dissemination of new technology

Skill development is driven by the organization (Manager There is a need to get & Supervisor) the manager to drive skill development (HR function awareness within operation)

There are incentives for acquiring new skills Develop people / developing skills management skills, including guiding and Skill development is coaching people driven by the organization (HR)

ORGANIZATIONAL ANALYSIS - STAFF

Best Practice Findings Emerging HR Issue

The number of people The common saying Manpower planning is appropriate for the at Coy X is We have that is aligned with the amount of work people, but we dont business plan of Coy X have (good) people There is an effective System for Employer process for integrating There is a felt need for branding and talent new people into the a proper Manpower attraction & retention organization Planning exercise to Challenging identify the required People are located environment, career manpower in terms of close to customers progression and both headcount and where work is performance-based competencies (to rewards system The company is able match the business needed to attract and retain plan) talent

ORGANIZATIONAL ANALYSIS - STAFF

Best Practice People feel part of the team The social network of the organization is strong Findings Operations staff are located in the field, close to work and customer Many key persons have left the company Emerging HR Issue Strategy and mechanism for fast , continuous recruitment Integration of position, person (competency) and performance to obtain a fit Succession planning system is needed

Employees see other employees as partners New recruits from good universities are There are mechanisms becoming hard to to create a sense of retain, especially teamwork during the first three years of their employment

ORGANIZATIONAL ANALYSIS STYLE*

Best Practice Findings Emerging HR Issue
Need to design the required Leadership Competency Model There is a need to agree on a style of leadership that is considered to be effective for driving performance, creating the required culture and achieving the strategic objectives

Leadership style varies Leadership is seen to depending on situation have achieved the and maturity of strategic objectives follower and performance requirements Decision making is aligned with the Leadership style is organizations values perceived to be participative, Decision making compromising, meets needs of the forgiving, relationship organization based; there is a need for assertiveness Decision making is said to be guarded
*Style = Symbolic Behavior

ORGANIZATIONAL ANALYSIS - STYLE

Best Practice Findings There is a need to improve teamwork between divisions & departments Need to improve communication & collaboration Strong social network with spirituality as a binding factor Emerging HR Issue Well designed and executed mechanisms are needed for improving teamwork, collaboration and communication

Care should be taken not to exclude any employee

ORGANIZATIONAL ANALYSIS - STYLE

Best Practice Leaders communicate with others regularly Leaders are visible The leaders are effective role models for the rest of the organization Findings Emerging HR Issue

There is a need to Need to build an have effective decision effective decision support systems that support system that can speed up decision can aid decision making; as well an making attempt to minimize The leadership should bureaucratic create different for a procedures for continuous Leaders are communication to communicative, but different levels in the are not very visible organization, be highly visible, and be seen as Leaders do not seem modeling the values of to be considered as the company role models

ORGANIZATIONAL ANALYSIS SHARED VALUES

Best Practice Findings Emerging HR Issue How to use spirituality to obtain a valuesdriven organization? How to utilize spirituality to build a culture of professionalism and performance?

Organization values A distinct are clear and well organizational culture stated is yet to evolve Organization values Values are clear and are aligned with well stated individual values There is an effort to Values are aligned build professionalism with the organizations through the concept of mission and objectives the spiritual organization Values are aligned with the mission and objectives

ORGANIZATIONAL ANALYSIS SHARED VALUES

Best Practice Findings Emerging HR Issue Design a system to recognize and reward behaviors that align with the values Implement the disciplinary procedure for breach of values Leadership to live and breath the values, as role models Build a culture of technology and knowledge

There are rewards for There are no tangible behaviors that align rewards for behaviors with the values that align with the values Breach of values is firmly dealt with There is a need to be firm in dealing with Values are breach of values communicated through out the organization Value are communicated and socialized There is still some way to go to sustaining and institutionalizing the values