People Strategy-Fundamentals for compiling a People Strategy
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The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
![Talent capability & development
Operasionele beplanning en span
Linked to delivery and task
ontwikkeling waar nodid.
outputs from Performance
Management
Linked to managerial
TASK DEVELOPMENTAL & performance in the
ORIENTED TEAM ORIENTED Performance Management
TRAINING TRAINING system
[DELIVERY] [CULTURE &
SUCCESSION]
Outpot focussed
Devevelopment to meet development for
PROCESS managers and leaders at
operational delivery and
ORIENTED MANAGEMENT & all levels providing
organisational systems
DEVELOPMENT LEADERSHIP capability for
capability
[OPERATIONAL]Systems DEVELOPMENT techicaland managerial
skills..
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People Strategy-Fundamentals for compiling a People Strategy
- 1. Operational support Structure & Performance Succession management Human Resources Capability Information & System Development Engagement People Strategy Fundamental components for the development of a Talent Strategy 1
- 2. Engagement *See presentation Employee Engagement BUSINESS CONFIDENCE WORKING COMMUNICATION CONDITIONS engaged somewhat rarely REWARD AND Not WORK engaged engaged RECOGNITION engaged/ ENVIRONMENT disengaged disengaged PERFORMANCE CAPABILITY AND MANAGEMENT DEVELOPMENT MANAGEMENT AND LEADERSHIP 2
- 3. Performance management POSITION DESCRIPTION WITH CLEARLY DEFINED RESPONSIBILTIES ACCOUTABILITY ACCEPTANCE INDIVIDUAL DISCUSSION ORGANISATION MEASUREMET RECOGNITION STRUCTURE SYSTEM FEEDBACK OUTPUTS REWARD WITH ACTION OPERATIONAL DAILY GAOLS AND WEEKLY DELIVERABLES MONTHLY OUTPUTS WHAT WHEN HOW MUCH INPUTS MEASUREMENT METHOD OUTPUTS Process based on measureable outputs and not tasks or responsibilities 3
- 4. Human Resources Information System CORE FOCUS • Automation of routine administration • Employee Self Service • Real-time metrics and data • Cost reduction of administration 4
- 5. Organisation structure & succession IMMEDIATE >6 MONTHS TO 6 MONTHS <24 MONTHS TOP 50 KEY POSITIONS READINESS R INDIVIDUAL DEVELOPMENT PLAN ABILITY A • Linked to Performance Management System • Management/Technical output focussed training WILLINGNESS W • Experience focussed objectives and outputs • 6 monthly progress evaluation through PMS READINESS 5Ma nag eme
- 6. Talent capability & development Operasionele beplanning en span Linked to delivery and task ontwikkeling waar nodid. outputs from Performance Management Linked to managerial TASK DEVELOPMENTAL & performance in the ORIENTED TEAM ORIENTED Performance Management TRAINING TRAINING system [DELIVERY] [CULTURE & SUCCESSION] Outpot focussed Devevelopment to meet development for PROCESS managers and leaders at operational delivery and ORIENTED MANAGEMENT & all levels providing organisational systems DEVELOPMENT LEADERSHIP capability for capability [OPERATIONAL]Systems DEVELOPMENT techicaland managerial skills.. 6
- 7. Operational support OPERATIONAL FINANCE TECHNOLOGY VALUE DRIVEN HR FOCUS People Costs Client Service Productivity Talent availability RESEARCH RISK Motivation & Engagement & MANAGEMENT Coaching & Mentoring DEVELOPMENT Internal Communication MARKETING SALES VALUE DRIVEN FOCUS MEANS • If it cant be measured, It’s probably not worth doing! 7
- 8. Any further information or support required, please contact me on: cecilvniekerk@hotmail.com 8