Impact Strategy Consulting specialises in creating holistic talent management strategies that enable every employee to give their best, as well as creating processes and mechanism to get the most out of your most valuable asset, ‘Your Employees’.
Strategic Workforce Planning
A rail, port and pipeline company required support for developing a robust workforce planning strategy and methodology across all its operating divisions. It had developed a 7-year strategy with respect to growth, volumes, and investments in infrastructure. Based on this strategy, the company’s total headcount was expected to grow by approx. 15 000 people or 25% over the planning horizon. To achieve this growth, it was necessary for the company to have a clear view of the types and quantum of talent required, particularly for priority, critical and scarce skills.
The project was completed using a strategic workforce planning methodology consisting of six key elements:
- Skills clustering: segmenting the workforce according to the main criterion of exchangeability of skills across different jobs/positions in the organisation;
- Supply simulation: forecasting future workforce supply for the various skills clusters based on attrition rate (retirements, resignations, etc.);
- Demand simulation: forecasting future workforce demand by developing a demand model based on the key business drivers of workforce demand for the various skills clusters;
- Gap analysis: matching supply and demand to identify potential surpluses or shortages for the various skills clusters;
- HR initiatives: developing the most appropriate responses to address any surpluses/shortages;
- Anchoring: embedding the Safe Working Practice process into the formal strategic planning and budgeting process and transferring skills to Transnet employees.
The project team was able to assist the company build the capability to deliver the right workforce at the right time based on their main business and workforce drivers.
A government department required the assistance in designing a Special Projects Office (SPO) unit. The SPO would be mandated with the overall coordination of the Expanded Public Works (EPWP). The department needed a review of the following functions and roles of the SPO:
- Recommendations on how to position the SPO and how it interacts with key stakeholders in the relevant cluster in government;
- Identification of the processes/capability needed to manage SPO as an innovation hub with appropriate Programme Management Office elements;
- Clarity of the roles and responsibilities of the resources within the Special Projects Office.
We adopted a 3 phased approach for the project consisting of:
Phase 1: Capability assessment
This phase assessed the project management capabilities of the SPO, looking at the tools and methodologies in place to effectively carry out their function.
Phase 2: Requirements definition
This phase was the identification of process and people requirements of the SPO. This involved identifying core processes, roles and responsibilities to enable the unit to function efficiently and effectively.
Phase 3: Final report and recommendations
We concluded the project by developing a final report that included all the key deliverables of the project.
The key required outcome to the SPO and department was that the mandate and functions of the SPO were refined and realigned. The SPO was able to identify the capacity it needed to fulfil its role and areas of efficiency were identified and duplication of roles was highlighted and clear responsibilities developed. The refined structure of the SPO also allowed the unit to improve its interactions with external stakeholders.
Organisational design & Transition
An public utility company had gone through an organisational restructuring exercise which had resulted in the centralisation of all procurement functions under one new division. A new structure for the division was developed and a divisional task support team put in place to implement the new structure. The support team required consulting support to complete the organisational redesign exercise focusing on optimisation of the structure and standardisation of job profiles across division.
The project focused on the following:
- Developing a transition project plan for the division aligned with the overall company plan;
- Monitoring progress against plan and prepare regular reports to executives;
- Interrogating the proposed macro structure for the division to identify optimisation opportunities;
- Facilitating the sign-off of the final macro structure;
- Reviewing lower level micro structures;
- Developing and standardising job profiles for commercial personnel across the company;
- Preparing job grading packs for all new positions of the micro structure in relation to company’s remuneration structures and benchmarks;
- Assessing financial impact of implementing new structure;
- Developing employee migration plans;
- Supporting the re-linking of the new micro structure in the ERP system, including the creation of new cost centres.
With the structures and cost centres approved, the division met the “go live” date of. All staff was mapped to the new structure and the financial impact of implementing the structure was shared with the executives. The project was able to assist the division to identify further areas of structure optimisation as well as identify the need to develop organizational processes.