BPI 'To-Be' Human Resource Model - Design High Level Phase

BPI 'To-Be' Human Resource Model - Design High Level Phase

Description

• High level design of the future Human Resource Management (HRM) framework for the     organization. This model is fully-integrated with the 'To-Be' Process Model and 'To-Be' Technology Architecture deliverables. This deliverable encompasses the following elements:
• Organization Design: structures, accountability frameworks and job design.   
• Workforce Profile: staff numbers, classification and salary structure and mix of employment status (including outsourcing).   
• Competency Development: critical competencies, leadership and management development and training, as well as learning systems and processes.
• Performance Management: performance support, review and appraisal processes and reward and recognition systems.
• Human Resource policy: conditions of employment, industrial policy, equal-employment opportunity and health and safety.
• Human Resource organization: the HR roles and accountabilities of corporate and business units, HR units, line managers and employees.

Customer Value

• This deliverable provides the basis for building a Human Resource Management     infrastructure that will facilitate the achievement of the (Confirmed) Business Vision and avoid the continuation of past and current performance gaps such as:
• Underutilization of existing competencies.   
• Contradictory rewards and recognition policies and practices.
• Low credibility of internal Human Resource specialists
• This deliverable is critical in the design of and final migration towards an organization that is congruent with the Shared Values and Guiding Principles.

Approach

This deliverable is developed through creative and collaborative design actions. It requires a clear understanding of the future direction of the business, and a thorough understanding of the problems and performance gaps of the past HR strategy and practices. Openness to new ideas' i.e. the experience of other companies and research / literature into Best Practice Comparisons' is also essential. These ideas are shaped into a coherent high-level Human Resource Management model that supports the Confirmed Business Vision.

1. Co-ordinate with the 'To-Be' Process Model and 'To-Be' Technology Architecture deliverables.
2. Establish a specialist work composed of line managers, internal HR experts and     consultants.
3. Identify the Human Resource Management implications of the (Confirmed) Business Vision and Shared Values and Guiding Principles.
4. Review (or conduct) and assess Best Practice Comparisons of leading organizations and relevant literature to generate new ideas.
5. Articulate a 'vision' for Human Resource Management and identify a range of creative solutions for achieving that vision.
6. Identify an 'ideal' Human Resource Management model covering the following elements: organization design, workforce profile, competency development, performance management, HR policy and HR organization.
7. Develop high-level 'critical success factors' for each aspect of the ideal Human Resource Management model.
8. Document and present the 'To Be' Human Resource Model.

Guidelines

Problems/Solutions

• Internal Human Resource Management specialists may lack the knowledge and creativity required to make a major contribution, or may be defensive about the 'As-Is' (as they may have been its architects). Spend time developing their confidence, and set up opportunities for jointly visiting best practice sites, or attending leading-edge workshops and seminars.
• Clients may prefer to concentrate on one element of the 'To-Be' model to the detriment of a more holistic and viable approach. Use of the model suggested in this deliverable can help place all the various elements in context.   
• Human Resource redesigns will often impact all key business processes considered for redesign. Care should be taken in understanding how the “To-Be” Human Resource Model impacts all redesign efforts, current and future.

Tactics/Helpful Hints

• Use the Confirmed Business Vision, and Shared Values and Guiding Principles both as springboards for creativity and as criteria for reviewing the value-added, and feasibility of, 'To-Be' options.   
• If a change in the Human Resource management culture and overall model is needed, provide frameworks that will help people understand what this may mean. This is particularly important for organizations with a highly 'administrative' Human Resource Management model.

Comparative Human Resource Models

Theme	I Compliance	II Valuing Difference	III Managing Diversity
Objective	Control of inputs	Due process	Achieving outcomes
Rationale	Legal imperatives	Ethics	Strategic opportunity
Mottos	Universal rules Error Correction	'A Fair Go' Disadvantage Correction	Pragmatism Future orientation
Organizational model	Integration	Inclusion	Synergy

Resources/Timing

• In-depth Human Resource expertise will be required in completing this deliverable.
• Ensure that representatives from all key, future-business areas be included in the development of this deliverable.