Services - Workforce Transformation
Using A Competency-Based Approach
Human performance is critical to a business's performance. 80% of executives worldwide say that, by 2010, attracting and retaining people will be the #1 force in strategy. Most organizational planning fails to recognize and capitalize on the people: personal know how, historical perspective, technical savvy, market knowledge, communication expertise and creative vision. These are the real assets people will provide an organization with the ability to outpace the competition.
Workforce Transformation builds an I/T organization's infrastructure, based on a competency framework, that can support key HR processes to maximize employee productivity.
Logenii's Competency-Based Approach:
- Identify the core services and products needed for future business success
- Confirm fundamental beliefs about people (people principles) by which the organization will function.
- Identify and define competencies required to meet business direction. Prepare descriptive guide of behaviors for each competency.
- Establish the level of competency necessary for each role in the organization to achieve results.
- Assess existing employee capability within the organization.
- Determine gap between capability and competency level needed.
- Share results with both management and staff.
- Develop a transition plan to address identified talent management needs.
- Overlay this effort with a structured communications / staff resiliency plan
Case Studies:
Case:
Technology infrastructure group had many job titles making career mobility and recruiting difficult.
The organization awarded promotions to solely sustain internally competitive salary and retain staff in an
environment of 30% turnover.
Service:
Implemented competency-based position descriptions for entire I/T organization reducing the number of
position titles from 173 to 52 for 900 I/T people. Evaluated compensation for marketplace parity making adjustments
where equity disparity existed. Designed a structure to allow staff movement between families of jobs across multiple
businesses for career enrichment with a goal to reduce turnover to 7%.
Case:
I/T groups within each of four strategic businesses and various corporate functions had a variety of titles, salary
models and no opportunity for movement between I/T groups. This resulted in high turnover and an inability to
attract candidates into the organization.
Service:
Prepared the business case for approved $5MM funding to assess and retool the I/T skills of the organization.
Implemented a competency-based model to define positions. Reduced position titles from 200 to 55 for headquarters-based
staff and reduced position titles from 40 to 16 titles for remote site locations. Designed processes for central
sourcing of I/T staff including use of contractors, college recruiting, outside hire. Assessed skills of over 500 I/T
staff which allowed for leveraging training costs across the organization.
