human capital capability &...

Human CapitalCapability & Effectiveness

Diagnostic ReportMa Foi

ICube logo, ICube Technology Enabled Human Capital Solutions, ICE Cube Technology Enabled Human Capital Diagnostic Tool are all integral part of IP, trademarks and copy right material of ICube Consortium Pte Ltd. All Rights Reserved.

Ideate Influence Implement

The connection between employer/organization and its people is like that of land and farmer; each brings the other to life. They appear to be strung together, and yet, engage in ways that are both separate and inseparable.

ICE© Cube was created purely from the point of view of what is functionally important to the practitioner. This tool measures the human capital input that goes into building the organization i.e. capability – people and people related infrastructure- and commensurately its output i.e. effective performance.

Academically, there are a plethora of theories that form the foundation of Human Resource Management. Theories abound on what makes the relationship between employer and employee tick. At the crux of it is the knowledge and understanding of the skills, know-how and aptitudes that people need, to work effectively; the incentives that encourage them to give their best; the systems, organization structures, use of technology, and the way work is organized so as to enable people to perform, is, what makes Human Capital effective. The relationship between the employer and the employee is what brings all these factors together.

Here, we refer to Human Capital as the accumulation of skills, knowledge, abilities, experience, training, wisdom, expertise and judgement that people bring, which when added to the physical capital invested in by the organization, forms the organization’s wealth. Both physical capital and human capital together are directed to achieve the organization’s goals.Functionally, this relationship is driven by the business’ purpose and culture – both internal and the external (as in social norms), legitimised by policies, practices and other deliberate interventions that the employer puts in place in order to govern and create a sense of predictability of outcomes both for itself and its employees.

This tool strategically measures your organizational Capability and Effectiveness at the level of dimension, component and theme for twenty components with several sub-components within. It highlights the diagnosis in each section, based on the relative importance, you ascribed for each component. The definitions of dimension, component and theme are described below in your report for ease of understanding.

About ICE Cube – Technology Enabled Human Capital Diagnostic Tool

Ideate Influence Implement2

Not only are the dimensions and components the rallying points of interaction between the employee and the organization, they also form the lifecycle of workforce management in an organization.

If Capability is like the gears of a clock, then the factors that affect Effectiveness are like the coiled spring that stores the energy of motion. Finally, the Importance attributed to a component within a dimension by the employer, is the pendulum - the weighted balance - that determines the direction and level of swing.

About ICE Cube – Technology Enabled Human Capital Diagnostic Tool

Measure Attract

Reward

Build

Institutionalize

Human Capital Life Cycle

Ideate Influence Implement3Section 1 Section 2 Section 3 Section 4 Section 5

An ICE© Cube report is like your company’s Human Capital health check statement. It tells the story of the Capability and Effectiveness of each component within a dimension in your organization and rank orders the analysis in order of Importance to your business. So, first to bring you on board, given below are definitions of some often used terms in this report: A Dimension is a strategic pillar that aggregates several cohesive components to build a human capital framework. Our five dimensions are:

1. Attract and Retain 2. Measure Performance 3. Reward and Recognize 4. Build Capability 5. Institutionalise Process & Culture

A Component comprises of several themes constructed to diagnose the capability and effectiveness of strategy, People, policy and process (e.g. Workforce Planning, Talent Acquisition and Onboarding). A Theme is a statement within a component, constructed at three levels of maturity that form the building block (e.g. Recruitment Capability). Capability is a “Measure of your organization’s ability to achieve intended results”. An adaptation of Maturity model forms the basis of three levels of Capability with level 1 being Basic capability and Level 3 is an Evolved capability. Effectiveness is the “Degree to which intended results are achieved”. Importance is the “Relative degree of criticality of the component for your business”.

The Report


This section highlights the alignment or misalignment - performance gap - between Capability and Effectiveness for each component. They are organized in the order of Importance as was indicated by you.

In short,

• This report tells you what parts of your Human Capital management are working well, and where you need to focus your energies to enhance their effectiveness.

• It quickly identifies areas where you need to either Ideate and/or Influence and/or Implement

initiatives that will get you greater returns from your human capital investment. • It offers pointers that direct you to questions to ask and where to look for answers. • You will gain insights into the performance of those components that you have ranked Most

important or Important for your business. Welcome to your report…….

Section 5

Section 4

Section 3

This section helps you take the first step from diagnosis to action. It presents a prioritized business action view for each component. It combines current performance measures with recommended action in a 3X3 grid.

This section gives you a holistic, high level view of the 5 dimensions. It is a pictorial representation of your capability level versus corresponding level of effectiveness for each dimension.

This section summarises and decodes the diagnosis by way of an Action Score Card that helps you prioritise action to enhance your Human Capital Capability and Effectiveness.

Section 2

This section helps you to discover how different components within each dimension are placed in terms of Capability, Effectiveness and Importance and the implications for your business.

Section 1

This report is divided into five sections.

The Report


This section helps you to discover how different components within each dimension are placed in terms of Capability, Effectiveness and Importance and the implications for your business.

Section 1 - Implications for your business


Implications for your business


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The two pentagons below are a pictorial representation of the current state of your organisation. They draw your attention to the desired focus on both Capability (Figure 1.0) and Effectiveness (Figure 1.1). These visuals will help you identify which components are performing exceptionally well (Green), know which require further improvement (Amber) and find those that are deliveringbelow expected standards (Red). Components that you rated as 'Most Important' are depicted with a star ( ). For example, a star embedded in a 'Red' component in the diagram below requireshighest attention. Similarly a star embedded in 'Green' indicates that you are strong in a component that you specified as being most important.

Selfies

Rated high on importance

ACHIEVEBUSINESSRESULTS

(A)ATTRACT &

RETAIN

(A1) Structures, Grades,Titles & Pay

(A2) Workforce PlanningTalent Acquisition & Onboarding

(A3) Talent Management & Retention

(A4) Career & Succession Management

(B)

MEA

SUR

EPE

RFO

RM

ANC

E&

VALU

E(B

1) B

alan

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Scor

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ard

(B2)

Per

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3) E

mpl

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Bra

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(B4)

Hum

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apita

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(C)

RECOGNIZE

REWARD &

(C1) Rewards Program

(C2) Benefits Program

(C3) Recognition - Financial & Non-Financial

(C4) Short & Long Term Incentives

(D)CAPABILITYBUILD

(D1) HR Stru

cture & Capability

(D2) Knowledge Management, L

earning

& Development

(D3) International M

obility & Global M

indset

(D4) Leadership Development

(E)

INSTITU

TION

ALIZE

PRO

CESS & C

ULTU

RE

(E1) Organizational Alignm

ent

(E2) Ways of W

orking & Engagement

(E3) Process, Technology & HR

Risk

(E4) Diversity & Inclusion, Sustainability & C

SR

ACHIEVEBUSINESSRESULTS

(A)ATTRACT &

RETAIN

(A1) Structures, Grades,Titles & Pay

(A2) Workforce PlanningTalent Acquisition & Onboarding



(B)

MEA

SUR

EPE

RFO

RM

ANC

E&

VALU

E(B

1) B

alan

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Scor

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(B2)

Per

form

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3) E

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(B4)

Hum

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apita

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(C)

RECOGNIZE

REWARD &

(C1) Rewards Program

(C2) Benefits Program



(D)CAPABILITYBUILD

(D1) HR Stru

cture & Capability

(D2) Knowledge Management, L

earning

& Development

(D3) International M

obility & Global M

indset


(E)

INSTITU

TION

ALIZE

PRO

CESS & C

ULTU

RE

(E1) Organizational Alignm

ent

(E2) Ways of W

orking & Engagement

(E3) Process, Technology & HR

Risk

(E4) Diversity & Inclusion, Sustainability & C

SR

Figure 1.0 Figure 1.1

Capability Effectiveness

Evolved Moderate Basic Most effective Effective Least effective

Section 1 Section 2 Section 3 Section 4 Section 5

Implications for your business

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In a nutshell, the performance distribution of all 20 components is presented in the two figures below:

3 3

16 17

1 0

All Components - 20


Red

Amber

Green

Figure 1.2

Most Important Components - 9

3 2

6 7

0 0


Red

Amber

Green

Figure 1.3


This section gives you a holistic, high level view of the 5 dimensions. It is a pictorial representation of your capability level versus corresponding level of effectiveness for each dimension.

Section 2 - Holistic High Level View

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Holistic High Level View

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At an overall organization level, Figure 2.0 below highlights your levels of Capability and corresponding Effectiveness that your organisation is at in all dimensions, on a scale of 1-3 (with 3 being the highest). The figure also highlights your organizations' benchmark on capability and effectiveness on each dimension against the global benchmark, which is dynamically updated and expanded with real time data captured from the diagnoses being completed in different countries globally.

For example the dimension 'Attract & Retain' has moderate capability (score of 1.81 indicated in Amber) and effective (score of 1.85 indicated in Amber). On this dimension, your organization is positioned at 83 percentile on capability and 75 on effectiveness against the global benchmark.

As you read through the report, you will discover the contributions made by each of the components under every dimension that enables you to identify the strengths or/and opportunities for improvement. Your organisation's five dimension summary is given as under:

Capability EffectivenessPercentile Rank:Global Benchmark

Percentile Rank:Global Benchmark

1.81 1.8583 75

2.02 1.9165 100

1.99 1.8790 99

2.04 2.1249 10

2.06 2.2719 53

Attract & Retain

Measure Performance & Value

Reward & Recognize

Build Capability

Institutionalize Process & Culture

Figure 2.0

So what does this summary mean for your organisation?

Our research indicates that capability and performance of components in each dimension impacts and is impacted by components in other dimensions. In the diagnosis below, some findings from the correlation studies of the initial data of 1000+ companies, across ten countries in three continents are shared to provide further insights.

Attract & Retain Capability Effectiveness

This dimensional pillar finds its feet in the dynamics that surround the notion of attractiveness. People join an organization based on what is attractive about it, and retain their affiliation if the attraction is sustained. Structure, Grades, Titles & Pay; Workforce Planning, Talent Acquisition & Onboarding; Talent



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Management; Career & Succession Planning are the components that make up this dimension and form the basis of interaction and relationship building between current employees, potential employees and the organization.

The overall capability of this dimension is 'Moderate' contributed mainly by the following components:1. Workforce Planning, Talent Acquisition & Onboarding2. Career & Succession Management

However, the following components contributed differently.1. Structure, Grades,Titles & Pay (Basic)2. Talent Management & Retention (Basic)

This dimension appears to be delivering 'Effective' performance primarily due to the contributions of the following:

1. Workforce Planning, Talent Acquisition & Onboarding2. Career & Succession Management

However, the following components contributed differently.1. Structure, Grades,Titles & Pay (Least Effective)2. Talent Management & Retention (Least Effective)

Amongst the four components 'Structure, Grades,Titles & Pay', 'Workforce Planning, Talent Acquisition & Onboarding', 'Talent Management & Retention' and 'Career & Succession Management' have been rated as being most important by you for your business.

Our analytics on this dimension established the following:1. On capability, three of the four components- Workforce planning, Talent Acquisition & On

boarding, Talent management & retention, and Career & Succession Management indicate strong interrelationships with each other with a positive correlation of +0.80. In other words, maturity level of one component is likely to have a positive impact on the other two.

2. Component Structured, Grades, Title and Pay has a direct positive correlation of +0.58 with component Talent Acquisition and Onboarding, indicating that capability to resource talent might be enhanced by investing in the right framework and process of the former.

3. In terms of effectiveness, it appears that there is a strong correlation between each of the four components with a coefficient range of +0.74 to +0.86. In other words, effectiveness of one component would have a high positive impact on the performance of the other three.

4. Components in this dimension would have an impact on the components in other dimensions and vice versa. For example :

a. Talent Acquisition is impacted by the policy and philosophy of rewards and Employer brandb. Career & Succession Management is impacted by Learning & Development and Leadership

development and vice versa.

Similarly, it is important to identify factors related to and interconnected with components in this dimension and those of others, to discover specific strengths, solutions and areas of focus.



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Measure Performance & Value Capability Effectiveness

At the centre of this dimension is the interaction between organization and employees with a view to integrate hard business agenda with people's sentimental and material needs. The components in this dimension - Balanced Score Card or a similar tool, Performance Management, Human Capital Index, and Employer Brand Value - seek to value and acknowledge the tangible and intangible contributions that support organization and individual success.

The overall capability of this dimension is 'Moderate' contributed mainly by the following components:1. Performance Management2. Human Capital Index

However, the following components contributed differently.1. Balanced Score Card (Evolved)2. Employer Brand Value (Basic)


1. Balanced Score Card2. Performance Management3. Employer Brand Value4. Human Capital Index

Amongst the four components 'Employer Brand Value' has been rated as being most important by you for your business.

Our analytics revealed the following results for this dimension:1. On capability, all the four components- Balanced Score Card (BSC), Performance Management,

Human Capital Index (HCI) and Employer Brand Value indicate strong interrelationships with each other with a positive correlation of +0.70 to +0.89. In other words, maturity of one component is likely to have a high positive impact on the other three, with the strongest between Employer Brand value and HCI at +0.89.

2. In terms of effectiveness, it appears that there is a strong correlation between each of the four components with a coefficient range of +0.72 to +0.81. In other words, effectiveness of one component would have a high positive impact on the performance of the other three.

3. Components in this dimension would have an impact on the components in other dimensions and vice versa. For example :

a. Performance management impacts and is impacted by all the components under the dimension Rewards and Recognise as well as the component- Organizational Alignment

b. Employer brand value is impacted primarily by talent acquisition, rewards, engagement, culture and Learning & Development.

Likewise, it is essential for your organisation to find reasons associated and interconnected with components in this dimension with those of others to discover relative strengths and improvement areas.



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Reward & Recognize Capability Effectiveness

Reciprocity forms the substance of this pillar. Through this powerful mechanism organizations seek to motivate, define, sustain, regulate, and create new behaviours. It seeks to invoke an emotional connection between the individual and the organization that is satisfying and binding through tangible and intangible means. Rewards, Benefits, Recognition - Financial & Non-Financial, Short & Long Term Incentives, form the components that are the touch points of interaction and relationship building in this dimension.

The overall capability of this dimension is 'Moderate' contributed mainly by the following components:1. Rewards Programs2. Benefits Programs3. Recognition - Financial & Non-Financial4. Short & Long Term Incentives


1. Rewards Programs2. Recognition - Financial & Non-Financial3. Short & Long Term Incentives

However, the following component contributed differently.1. Benefits Programs (Least Effective)

Amongst the four components 'Rewards Programs' has been rated as being most important by you for your business.

Our analytics confirmed the following findings for this dimension:1. On capability, all four components- Rewards, Benefits, Recognition, Short & Long Term Incentives

(S&LTI) indicate interrelationships with each other with a positive correlation of +0.56 to 0.84. In other words, maturity of one component is likely to have a positive impact on the other three with the strongest between S&LTI and Recognition at +0.84.

2. In terms of effectiveness, it appears that there is a strong correlation between each of the four components with a correlation coefficient range of +0.69 to +0.92, with the strongest between Recognition and S&LTI at +0.92. In other words, effectiveness of one component would have a high positive impact on the performance of the other three.

3. Components in this dimension would have an impact on the components in other dimensions or/and vice versa. Two examples :

a. All components in this dimension mutually impact Performance Management, Talent Acquisition and Talent retention, amongst a few others.

b. Short & Long Term Incentives and Rewards Programs impact Culture, Organisation Alignment, and Performance management, amongst few other areas.

In the same way, it is critical to ascertain elements linked to and interconnected with components in this d imension and those of others to determine expl ic i t s t rengths and development areas.



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Build Capability Capability Effectiveness

This pillar is constructed on the sense of mutuality - to be able to separately and jointly learn and apply learning and/or experience in order to expand and develop people and organizations together. Learning being an active and participative process brings people to life, and the application of learning and the changes that occur therein, bring organizations to life. The components in this dimension - Leadership Development, HR Structure & Capability, Knowledge Management, Learning & Development, International mobility & global mind-set - are aimed at fostering a relationship between employees and the organizat ion, enabl ing a mutual learning-to-adapt, grow, and change, environment.

The overall capability of this dimension is 'Moderate' contributed mainly by the following components:1. HR Structure & Capability2. Knowledge Management, Learning & Development3. International Mobility & Global Mindset4. Leadership Development


1. HR Structure & Capability2. Knowledge Management, Learning & Development3. International Mobility & Global Mindset4. Leadership Development

Amongst the four components 'HR Structure & Capability' has been rated as being most important by you for your business.

Our analytical studies showed the following for this dimension:1. On capability, all the four components- HR Structure & Capability, Learning & Development (L&D),

Knowledge Management (KM) and Leadership Development have strong interrelationships with each other with a positive correlation of +0.70 to +0.84. In other words, maturity of one component is likely to have a positive impact on the other three, with the strongest between KM, L&D, International Mobility & Global Mindset at +0.84.

2. In terms of effectiveness, it appears that there is a strong correlation between each of the four components with a coefficient range of +0.71 to +0.85. In other words, effectiveness of one component would have a high positive impact on the performance of the other three with the strongest indicated between International Mobility & Global Mindset, KM and L&D at +0.85.

3. Components in this dimension would have an impact on the components in other dimensions or/and vice versa. A couple of examples being :

a. HR Structure & Capability impacts Process, Technology & HR risks;b. Leadership Development impacts Career & Succession Management and talent

Management.

It is advised that you identify factors interconnected with components in this dimension and those of others to ascertain particular strengths and focus areas.



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Institutionalize Process & Culture Capability Effectiveness

At the crux of this dimension is the stringing together of separate entities - the organization and the individual - to build a relationship platform which facilitates understanding and supports the meeting of needs of mutual significance. The components in this dimension - Organizational Alignment, Ways of working & Engagement, Processes, technology & risk; Diversity & Inclusion, Sustainability & CSR - support in translating learning, objectives, practices, and fundamental values - both stated and adopted - into the organizations way of life.

The overall capability of this dimension is 'Moderate' contributed mainly by the following components:1. Organizational Alignment2. Ways of Working & Engagement3. Process, Technology & HR Risk4. Diversity & Inclusion, Sustainability & CSR


1. Organizational Alignment2. Ways of Working & Engagement3. Process, Technology & HR Risk4. Diversity & Inclusion, Sustainability & CSR

Amongst the four components 'Organizational Alignment' and 'Diversity & Inclusion, Sustainability & CSR' have been rated as being most important by you for your business.

Our analytics identified the following findings for this dimension:1. On capability, three of the four components- Organizational Alignment; Ways of working &

Engagement; Process, Technology & HR risks have shown fairly strong interrelationships with each other with a positive correlation of +0.63 to +0.73. In other words, maturity of one component is likely to have a positive impact on the other two with the strongest at +0.73 between Diversity & Inclusion, Sustainability & CSR and Process, Technology & HR Risks.

2. Component Diversity & Inclusion, Sustainability & CSR shows the lowest positive correlation of +0.43 with component Organizational Alignment indicating that capability in the former has relatively lower impact on the latter.

3. In terms of effectiveness, it appears that there is a strong correlation between each of the four components with a coefficient range of +0.68-0.81. In other words, effectiveness of one component would have a high positive impact on the performance of the other three, with the strongest between Ways of Working & Engagement and Process, Technology & HR Risks at +0.81.

4. Components in this dimension would have an impact on the components in other dimensions and/or vice versa. A few examples are:

a. Process, technology and HR Risks impacts component HR Structure and Capability.b. Organizational Alignment impacts Performance Management, Employer Brand Value, and

Rewards.



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It is vital to recognise the interconnected and influencing components within this dimension and those of others to isolate unique strengths and areas of attention.


This section highlights the alignment or misalignment - performance gap - between Capability and Effectiveness for each component. They are organized in the order of Importance as was indicated by you.

Section 3 - Alignment or misalignment

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Alignment or Misalignment

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Capability EffectivenessPercentile Rank:Global Benchmark

Percentile Rank:Global Benchmark

2.25 1.8754 11

2.19 2.0624 24

2.17 2.1767 35

2.10 2.4031 79

2.00 2.4043 93

1.83 1.9221 35

1.73 1.7383 40

1.50 1.8398 28

1.14 1.437 20

Mos

t Im

porta

nt

Mos

t Im

porta

nt

2.20 1.805 7

2.17 2.3332 52

2.14 2.2947 48

2.07 2.218 14

1.87 1.8714 73

1.80 1.4025 69

1.78 2.2215 60

Impo

rtant

Impo

rtant

2.50 2.0017 53

2.14 2.00100 72

2.11 2.0090 46

2.00 2.0030 54

Leas

t

Leas

t

Impo

rtant

Impo

rtant

(C1) Rewards Programs

(A2) Workforce Planning, Talent Acquisition & Onboarding


(E4) Diversity & Inclusion, Sustainability & CSR

(E1) Organizational Alignment

(D1) HR Structure & Capability


(B3) Employer Brand Value

(A1) Structure, Grades,Titles & Pay

(B4) Human Capital Index


(E2) Ways of Working & Engagement

(D2) Knowledge Management, Learning & Development

(B2) Performance Management

(C2) Benefits Programs


(B1) Balanced Score Card


(D3) International Mobility & Global Mindset

(E3) Process, Technology & HR Risk

Evolved Moderate Basic Least Effective Effective Most Effective

Figure 3.0

Figure 3.0 below-score card, pictorially represents the degree of alignment or misalignment between the level of Capability of a component and its impact on Effectiveness, organised by their relative Importance. The scores shown for each component are on a 3 point scale (with 3 being the highest). For example, on 'Employer Brand Value' your score is 1.50 on Capability and 1.83 on Effectiveness.

Based on the order of relative Importance indicated by you, following is the diagnosis for the top misaligned component for your organisation:


Alignment or Misalignment

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Employer Brand Value Measure Performance & Value

Red Amber

Your organization's policies and processes to build an employer brand are documented and repeatable with limited leverage of technology. It works on improving or changing its processes or policies as and when required. Its Employer Value Proposition (EVP) is broadly defined and led by leaders to enable desired outcome. People responsible for delivery of the agenda may have limited skills and expertise to initiate better practices.

Inspite of minimal capability built for its employer brand, its clearly producing better than expected results. Its focus on employer brand is possibly beginning to impact business results positively and attract key stakeholders. Chances are that your people feel more engaged, communicate better with each other, and enhance customer experience and therefore the overall brand. In the medium term, investing in Employer Brand helps in attracting and retaining key talent which in turn supports business growth, and contributes to the overall brand value of the company. In order to continue the journey towards building and sustaining an employer brand, it is best to review the reasons for current success and institutionalise them to build a firm base for building a best employer brand for your organisation.


This section helps you take the first step from diagnosis to action. It presents a prioritized business action view for each component. It combines current performance measures with recommended action in a 3X3 grid.

Section 4 - From Diagnosis to Action

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From Diagnosis to action

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What you gained so far is a perspective of the current state of capability and effectiveness of your human capital, keeping in focus what is important for your organisation. You have also reviewed the degree of a l ignment of each of the components between capabi l i ty and ef fect iveness.

This section covers the following:

1. A 3X3 grid (Figure 4.0) which offers a single window view of your strengths and development areas with respect to 20 components across 5 dimensions, categorised by degree of importance, capability & effectiveness. The X axis represents a function of capability & effectiveness while Y axis indicates degree of importance.

2. Analysis of top strengths and areas of development. A theme level evaluation will give you deeper insights into what is working well and not working well for each of these components.

The following page provides definitions of what each of the boxes in Figure 4.0 below mean.

Figure 4.0

A3,A1,B3 A2,D1,A4,C1,E4,E1

C2 D2,D4,B2,C4,B4,E2

D3,C3,B1,E3

Most ImportantA3: Talent Management & RetentionA1: Structure, Grades,Titles & PayB3: Employer Brand ValueA2: Workforce Planning, Talent Acquisition & OnboardingD1: HR Structure & CapabilityA4: Career & Succession ManagementC1: Rewards ProgramsE4: Diversity & Inclusion, Sustainability & CSRE1: Organizational Alignment

ImportantC2: Benefits ProgramsD2: Knowledge Management , Learn ing & DevelopmentD4: Leadership DevelopmentB2: Performance ManagementC4: Short & Long Term IncentivesB4: Human Capital IndexE2: Ways of Working & Engagement

Least ImportantD3: Internat ional Mobi l i ty & Global MindsetC3: Recognition - Financial & Non-FinancialB1: Balanced Score CardE3: Process, Technology & HR Risk



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Definition:The significance and recommendations for each of the boxes in the grid above is defined as under:

Components rated 'Most Important' by you. They have the best capability and are 'Most Effective'. They are your strengths and best practices. Critical success factors need to be replicated for other components.

Components rated 'Most Important' by you. Some of them need to be driven a notch higher to convert them into strengths and best practices.

Components rated 'Most Important' by you and require high priority attention to realign them to your business goals. Most of them are predominantly low or medium on capability or effectiveness.

Components rated 'Important' by you. They are performing at the highest level of capability and effectiveness. Need to sustain their contribution to business results.

Components rated 'Important' by you. Their performance ranges from acceptable to exceptional levels on capability and effectiveness. Overall factors of improvement need to be reviewed for consistent performance.

Components rated 'Important' by you. Most of them are predominantly low or medium on capability or effectiveness.

Components rated 'Least Important' by you. However you have invested in bui lding the highest capabi l i ty del ivering superior performance. I t is recommended that their contribution is maintained with no further investment.

Components rated 'Least Important' by you. However they have the necessary capability and are working well currently. They just need to be monitored so that they do not deteriorate.

Components rated 'Least Important' by you. Irrespective of their performance and capability, no action is recommended, unless they grow in importance for your business at a later stage.



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YOUR STRENGTHS AND AREAS OF DEVELOPMENTBased on importance to your business, this section will prioritise your development areas as well as tell you what your strengths/relative strengths are. You will learn about the contributions made by the themes within a component that make it strong. Likewise, you will also identify the themes within a component that need to be fixed in the development area.

Strengths / Relative Strengths

Strength 1 Strength 2 Strength 3

Balanced Score CardWorkforce Planning, Talent Acquisition & Onboarding

Career & Succession Management

Strength 1 Balanced Score Card

This component aims to understand ability of your Balanced Score Card to measure KPIs, how well its integrated to embed your vision, mission, strategy and goals into the fabric of the company.

There are 6 themes that constitute 'Balanced Score Card'. The graph below highlights contribution by each theme. For example, the theme 'KPIs in Balance Score Card' indicates evolved capability, delivering exceptional results.

Capability EffectivenessKPIs in Balance Score Card

Focus of Balanced Score Card

Purpose of Balanced Score Card or a similar tool

Performance Review of KPIs & communication

Automation and integration of score card with other systems

Key Customer Metrics


Figure 4.1



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Strength 2 Workforce Planning, Talent Acquisition & Onboarding

This component aims to diagnose your talent acquisition strategy, recruiting capability, workforce planning and onboarding process to hire the right people and induct them into your culture.

There are 16 themes that constitute 'Workforce Planning, Talent Acquisition & Onboarding'. The graph below highlights contribution by each theme.

Capability EffectivenessRecruitment Expertise

Candidate experience management

Induction Framework

Purpose of Workforce Planning

Role Description, profiling and Assessment tools

Employer Value Proposition for Talent Acquisition

Recruitment Channels

Accountability for Workforce Planning

Talent Acquisition strategy

Measures of Onboarding Index

Responsibility & Accountability for Talent Acquisition

Buddy Program

Execution of Talent Acquisition strategy

Integration of workforce planning with other key processes

Recruitment & Selection Process and Automation

Pre-employment verification process


Figure 4.2



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Strength 3 Career & Succession Management

This component aims to diagnose your career and succession management framework, development process, and how well they are integrated to groom successors for key positions.

There are 6 themes that constitute 'Career & Succession Management'. The graph below highlights contribution by each theme.

Capability EffectivenessCareer Development Process

Succession Planning Process

Career Management for Talent

Career Management framework

Integration of Succession Planning with other key HR Processes

Succession Management framework


Figure 4.3

You have invested in the above components and continuing to gain from the resultant benefits. These components are your strengths/relative strengths and best practices.

It is strongly recommended that you identify and address some of the gaps in these components, determine the success factors and replicate them into other components that are most important for your business.



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Development Areas

Development Area 1 Development Area 2 Development Area 3

Structure, Grades,Titles & Pay

Talent Management & Retention Employer Brand Value

Development Area 1 Structure, Grades,Titles & Pay

This component aims to diagnose your structure, approach to grades, clarity of roles & responsibilities and competitiveness of your grades, titles and pay to attract and retain.

There are 7 themes that constitute 'Structure, Grades,Titles & Pay'. The graph below highlights contribution by each theme. For example, the theme 'Purpose of Organization Structure' indicates moderate capability, acceptable results.

Capability EffectivenessPurpose of Organization Structure

Framework on Structure, Grades, Titles and Pay

Categorisation of jobs into Grades and Bands

Design of Organization Structure

Review of structure, titles and grades

Pay determination and job evaluation

Matrix of Authority, Responsibility and Accountability


Figure 4.4



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Development Area 2 Talent Management & Retention

This component aims to diagnose your talent management and retention framework, process, proactive retention capability for identified talent.

There are 11 themes that constitute 'Talent Management & Retention'. The graph below highlights contribution by each theme.

Capability EffectivenessRetention Management Process

Communication of talent classification

Talent Development Plan

Management of High Potential talent

Attrition Management

Talent Identification process

Integration of Talent Management with other key HR Processes

Talent management and retention framework

Process of Exit Interviews

Talent Management & Retention Strategy

Reward Differentiation for Talent


Figure 4.5



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Development Area 3 Employer Brand Value

This component aims to assess your Employer Value Proposition to enhance contribution to brand equity for all stakeholders.

There are 6 themes that constitute 'Employer Brand Value'. The graph below highlights contribution by each theme.

Capability EffectivenessEVP communication Channels

Employer Brand strategy

Accountability for Employer Value Proposition

Measures of Employer Value Proposition (EVP)

Employer Value Proposition (EVP)

Employee Value Proposition


Figure 4.6

Since the above components are rated as significantly important for your business currently, a comprehensive analysis of the factors that led to their sub-optimal performance will feed into the roadmap for solution building. These will also form an integral part of the final Action Score Card.


This section summarises and decodes the diagnosis by way of an Action Score Card that helps you prioritise action to enhance your Human Capital Capability and Effectiveness.

Section 5 - Action Score Card

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Action Score Card

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We now invite you to ask the two big questions:

· How healthy is your human capital management?

· In the final diagnosis, what should be your human capital management priorities to achieve business results?

Immediate Attention Pay Attention Least Attention

Dimension

1. A12. A3

8. A29. A4

Attract &Retain Talent

3. B3

6. B212. B4

17. B1

Measure Performance& Value

5. C27. C113. C4

18. C3

Reward& Recognize

4. D1

14. D216. D4

19. D3

Build Capability

10. E111. E415. E2

20. E3

InstitutionalizeProcess & Culture High Priority: Immediate Action

A1: Structure, Grades,Titles & PayA3: Talent Management & RetentionB3: Employer Brand ValueD1: HR Structure & Capability

Medium Priority: Pay Attention

C2: Benefits ProgramsB2: Performance ManagementC1: Rewards ProgramsA2: Workforce Planning, Talent Acquisition & OnboardingA4: Career & Succession ManagementE1: Organizational AlignmentE4: Diversity & Inclusion, Sustainability & CSRB4: Human Capital IndexC4: Short & Long Term IncentivesD2: Knowledge Management, Learning & DevelopmentE2: Ways of Working & EngagementD4: Leadership Development

Low Priority: Least Attention

B1: Balanced Score CardC3: Recognition - Financial & Non-FinancialD3: International Mobility & Global MindsetE3: Process, Technology & HR Risk

Figure 5.0

Figure 5.0 above is an 'Action Score Card' organized as under:

All the components under each dimension are stacked in the order of high to low priority.Each component is force ranked on its relative importance to your organisation. Low scores on a component for capability and effectiveness and rated as most important indicates that it is high priority and needs immediate attention. Similarly a component with relatively low scores and rated as important will be your next priority. All of them are ranked from 1 to 20 based on their scores. We recommend you to pay attention to the top five components for your organisation.

For the components that require immediate attention, it is recommended that you devise strategies and finalise solutions with clear milestones to enhance the desired level of capability, instil governance to track progress and measure their effectiveness to produce the intended business results. Given that the employee life cycle is interconnected, the influence of each dimension on others, also need to be balanced to ensure that you have a well-oiled clock.


Conclusion

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Our practitioners will support you and your team to gain further insights into the diagnosis through an action planning workshop that helps in the following:

1. Agreement with your team on the strategic roadmap with specific actions.

2. Benchmark data for different components to identify your current state as an organisation and sharpen your focus in prioritising the road map.

3. Analytics provide interlinkages between different themes and components across the dimensions.You would know which themes or components are likely to be positively impacting the capability or/and effectiveness of others and lead to identifying customised solutions.


Attract and Retain

All people are talented. However, an organisation's ability to attract the right fit into its culture will enhance its opportunities to achieve consistent business results, maximise engagement and retention. This dimension measures your capability & effectiveness in organisation design, talent acquisition, onboarding, managing talent, career & succession, which contribute as engines of growth

Dimension Definitions

Measure Performance and Value

Measuring performance and the resultant value of an organisation with a robust framework is a vital first step to build a high performance culture, an inspired work force and a preferred employer of choice. This dimension will assess your sophistication in design & measurement of your performance, aligned to your business strategy. It culminates in measuring the efficacy of your Human Capital Index and in creating a Best Employer Brand

Reward and Recognize

An innovative, inclusive and progressive Total Rewards strategy, when aligned to organisational vision & business strategy, seeks to reinforce the desired performance & work culture, underpinned by Shared Values. This dimension evaluates your holistic approach to rewards, recognition & benefits. It also validates whether your incentive programs enable retention of top performers and high potential employees.

Build Capability

A Sustained investment to build breadth and depth of capabilities across your organisation nurtures viable organic growth, positively impacts individual growth potential and drives superior performance. This dimension evaluates your HR functional expertise to act as an engine of change, your framework for leadership development, your knowledge management framework & learning culture. It also enables you to review your international mobility framework & the organisation's global mindset to scale in an increasingly competitive and digitized world.

Institutionalize Process and Culture

Winning culture binds people across an organisation. Institutionalizing process and culture empowers your people to consistently achieve your vision, mission, strategy and goals. This dimension assesses your organisational alignment to individuals & teams, and whether your process, technology and risk management are integrated with the desired culture. It will also enable you to introspect your strategy and execution on Diversity & Inclusion, Sustainability and CSR.

Annexure 1


Attract and Retain

Structure, Grades, Titles & Pay A1

This component aims to diagnose your structure, approach to grades, clarity of roles & responsibilities and competitiveness of your grades, titles and pay to attract and retain

Workforce Planning, Talent Acquisition and Onboarding A2

This component aims to diagnose your Talent Acquisition strategy, recruiting capability, workforce planning and onboarding process to hire the right people and induct them into your culture

Talent Management & Retention A3 This component aims to diagnose your talent management and retention framework, process, proactive retention capability for identified talent

Career & Succession Management

A4

This component aims to diagnose your career and succession Management framework, development process, and how well they are integrated to groom successors for key positions

Component Definitions

Measure Performance and Value

Balanced Score Card B1

This component aims to understand ability of your Balanced Score Card to measure KPIs, how well they are integrated to embed your Vision, mission, strategy and goals into the fabric of the company

Performance Management B2 This component aims to diagnose the Performance Management framework and its ability to measure & achieve business goals and reward people

Human Capital Index B3 This component aims to measure the value addition of your human capital capability to translate your Vision, mission, strategy and goals into desired outcomes

Employer Brand Value B4

This component aims to assess your Employer Value Proposition to enhance contribution to brand equity for all stakeholders

Annexure 2


Reward and Recognize

Rewards C1 This component aims to diagnose your rewards policy and framework, process and its ability to attract and retain

Benefits C2 This component aims to diagnose various benefits, their competitiveness and its ability to attract and retain

Recognition - Financial & Non- Financial C3

This component aims to reflect on your Recognition schemes and their alignment to productivity and performance

Short & Long Term Incentives C4 This component aims to assess your short and Long term Incentive schemes and their ability to drive sustained performance and retain potential


Build Capability

HR Structure & Capability D2 This component aims to review your HR strategy, your HR Target Operating model, practices and your HR functional capability to drive people strategy

Knowledge Management, Learning & Development

D2

This component aims to diagnose your knowledge management infrastructure, Learning & Development strategy, framework, processes and your ability to design, deliver and drive learning and development

International mobility & global mind-set

D3

This component aims to assess your International mobility strategy, policy and practices to build the required capability and a global mind-set to grow internationally

Leadership Development D4 This component aims to assess your leadership development strategy, framework, process and its ability to build leaders and develop bench strength

Annexure 2


Institutionalize Process and Culture

Organizational Alignment E1 This component aims to review your people & process alignment with your organisational vision, mission, strategy, goals, values and culture

Ways of Working and Engagement

E2 This component aims to reflect on your stated or operating norms and culture that govern your ways of working and engagement.

Processes, Technology & HR risk

E3

This component aims to evaluate performance of HR systems, processes, technology and their operational capability. It also diagnoses your ability to identify and mitigate HR risks

Diversity & Inclusion, Sustainability & CSR

E4

This component aims to diagnose your strategy, policy, practices and measurement of Diversity & Inclusion, Sustainability & CSR agendas and their impact on business, brand, environment and community at large


Annexure 2


human capital capability &...

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