OPTIMISING ORGANISATIONAL STRUCTURE: A MARRIAGE BETWEEN DOING WELL AND WELLBEING

Une récente enquête de l’ARACT montre que les entreprises mettent en avant 3 types d'enjeux stratégiques :

 ORGANISATIONAL ENGINEERING

1- A Tailor-Made Approach
From an analysis of the context to adapted action plans
Audit – Support – Advisory – Training – Follow-up

Means

  • Dialogue with the General Management, managers, teams and personnel representatives
  • Group session – Workshops
  • Thematic management workshops
  • Situational exercises /role-plays – use of a camera / feed-back

Tools

  • Audit techniques
  • Interview techniques
  • Quality control tools
  • Standards and guidelines
  • IT development: databases, etc.
  • Intranet quality, automatable document management

Deliverables

  • Minutes of interviews
  • Reports
  • Health check-up of the company
  • Starter Kit: models, etc.
  • Software solutions (with or without remote assistance)

2- Our Implementation Strategy

Methodology

  • Fixing objectives: quality & quantity
  • Establishing priorities
  • Indispensible key skills
  • Inventorying existing processes, their operational organisation, and the SI
  • Proposing improvements and/or overhauls
  • Uniting to achieve consensus
  • Convincing, training and supporting managers, and following up with them over the long term

Players

  • With executives and other managers involved
  • Ad hoc working groups
  • Seminars bringing together concerned staff: “Imagining solutions together”
  • Personnel involved in organisation

THE 4 INDISPENSIBLE STEPS OF THE PROCESS:

Perform a diagnostic of the existing context:

  • Analyse the populations
  • Analyse existing HR processes, tools and practices
  • Identify the strengths and weaknesses of the SWP

Analyse the company’s strategic vision and its HR policy:

  • Ascertain the economic strategy
  • Identify developments in terms of professions and skills
  • Establish a project for the next 3 or 5 years

Analyse the gap between needs and resources:

  • Compare present human resources and future needs
  • Identify consequences for HR policy
  • Establish an action plan, in particular with regard to recruitment, internal mobility and training.

Proposal of support:

Deployment of Strategic Workforce Planning: examples of means, measures and tools:

Means

  • Working groups (group project) including personnel representatives
  • Workshops
  • Facilitation of workshops and steering committees
  • Brainstorming
  • Questionnaire
  • Sharing of experiences
  • Training

Measures

  • Recruitment and job integration
  • Career management and development of potentials
  • Internal mobility and employability
  • Training

SWP Tools

  • Generic job description
  • Recruiting interview guide
  • Orientation & job integration
  • Personnel review
  • Cartography of job positions and desired skills
  • Annual appraisal
  • Succession plan
  • Description of professions and skills
  • Mobility
  • Skills and Capabilities Observatory
  • Training and continuing education
  • Public financing of training and continuing education

MONITORING AND FOLLOW-UP OF THE PROCESS

  • Regular monitoring is conducted throughout the implementation of the process.
  • Benchmark debriefings are held with the General Management, the Human Resources Department and Managers.
  • These measures ensure the full involvement of the company and allow for adjustments as needed.

GOOD TO KNOW: Financial assistance

Depending on the accredited funding organ (OPCA), the French government provides financial aid to companies receiving consultancy services in optimising the management of their human resources.

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