The appetite for a people development strategy and for change by the Board of an organisation is no longer constrained by unknown or unanticipated lack of competence or capacity.
By focusing on disciplines expected to be most involved in future change plans, investment in corporate capability has more rapid payback and is better directed.
People development strategy affects and in some cases even determines the competences an organisation needs. It is also known – and well described in the 7S model – that the strategy of an organisation is affected by – and often determined by – its competences and capabilities. Being unaware or what needs to be built can frustrate the implementation of strategy and may subvert it.
The description of organisational capability and competence involves both job profiling and people profiling. In people development strategy, analysis of ‘touching roles’ establishes how and to what extent responsibilities are distributed across processes and across the organisational structures. Individuals in roles are interviewed and RACI workshops are run and results are mapped against any defined job descriptions.
Competency evaluations are made and these are also mapped against the job profiles.
The impetus for this type of review commonly comes from the introduction of a new system or new line of business that disturbs the operational governance model, or when an operational managers role is split between two people.
Our approach to business case studies would typically involve the use of the following tools and models: