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Job Mapping Methodology No. M13 August, 2000. Job Mapping:. Objective: To determine how to set decision criteria to design, organize and populate the interim… and subsequently the end-state organizational model. - PowerPoint PPT Presentation
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JobMapping
Methodology No. M13
August, 2000
2
Job Mapping:
Objective:
• To determine how to set decision criteria to design, organize and populate the interim… and subsequently the end-state organizational model.
• To determine the best talent fit for the organization architecture designed in the organizational redesign methodology.
• To determine, assign and place people in appropriate new jobs as soon as possible following an acquisition to reduce the disruption of major workplace change.
3
Job Mapping:
Definition:
Job Mapping:• The placement of
employees into the jobs that best serve them and the objectives of the unified business.
• The rationalization of the best organization model with the right talent in such a way as to balance the needs of the individual with the demands of the business both in the interim and for the long term.
CEO1 2 3 4 5 6 7
Function
Individual
Reporting Level
Span of Control
Group or Team
Approach:
1, 2, 3, 4, 5...
4
Key Process Steps to Mapping People with the Right Jobs
1. Map the redesigned organization architecture
2. Identify critical leadership, management “skilled expert” positions
3. Determine key talent-at-risk and review their current job descriptions and performance histories
4. Evaluate key talent-at-risk job and career expectations
5. Map appropriate riders and horses
The key process steps in making decisions when placing employees into new positions:
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Pres & CEO
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Critical Position
Talent-at-Risk
McG
rath
5
1. Map the Redesigned Organization Architecture
R og er M an s onD irec to r
P rod u c t S u p p ortS an F ran c isc o
S tep h an ie D u n leaD irec to r
In fras tru c tu re S ervic es
L es lie B an taP u rc h as in g M an ag er
K aren A lon ard oD irec to r
O p era tion s -M es sag in g S ervic es
B ob M ac au leyD irec to r
C u s tom er S erviceF A X & S F S
J ayw an t S in g h R aoD irec to r
Tec h n ic a l A cc ou n t S e rvic es
D ara M u llenD irec to r P rod u c t S u p p ort
D u b lin
O livia H errifo rdD irec to r
Im p lem en ta tion
J oh n N itt i D irec to r
C h an n e l S a les O p era tion s
M ich ae l R og ersD irec to r
C u s tom er S u p p ortM es sag in g S ervic es
A n n M arie U rb an sk iM an ag er C u s tom er
S ervices
C ra ig W a llac eD irec to r O p era tion s
N N TP
R on H u n te rD irec to r - O p era tion s
F ax & S F S
R en ee R ob in s onM an ag er
C ap ac ity P lan n in g &A ss e t M an ag em en t
D ian a W h iteh eadV P O p era tion s
& C u s tom er S ervice
B ob b ie V a llad onE xec u tive A s s is tan t,
F ac ilit ies
E th an B in gS tra teg ic B u s in es s
A n a lys t
P au l G ig gE V P & C O O
K e ith C oop erP res id en t
IP F ax S ervic es
E van C h rap k oP res id en t
S ec u re F ile S e rvic es
M ik e S e rb in isC h ie f S ec u rity
O ffic e r
B ill L eeC TO
D ave Th a tc h e rP res id en t
Delphi
Target Interim-State Concept-of-Organization
EIS
CEO
MarketingOperationsSales HR R&D
CFO
• Preserve Delphi HR
• Create International HR capability
AsiaEuropeAmericasLegalFin & AcctgIT
• Integrate Delphi and Target R&D and remove from office of CTO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• Integrate Delphi and Target operations
• Create matrixed shared services model
• Build, buy, or outsource best-practice IT Infrastructure
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Fill resource and capabilities gaps as needed
• Fill resource and capabilities gaps as needed
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Rationalize facilities and assets
• Define roles and responsibilities for regional operations centers
• Create office of the CFO
• Finalize from Interim model
• Fill resource and capability gaps as needed
From the Interim-State Concept-of-Organization, reference the current organization architectures to determine what positions will stay, change are created and are filled or open.
6
2. Identify Critical Leadership, Mgmt “Skilled Expert” Positions
EIS
CEO
MarketingOperationsSales HR R&D
CFO
• Preserve Delphi HR
• Create International HR capability
AsiaEuropeAmericasLegalFin & AcctgIT
• Integrate Delphi and Target R&D and remove from office of CTO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• Integrate Delphi and Target operations
• Create matrixed shared services model
• Build, buy, or outsource best-practice IT Infrastructure
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Fill resource and capabilities gaps as needed
• Fill resource and capabilities gaps as needed
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Rationalize facilities and assets
• Define roles and responsibilities for regional operations centers
• Create office of the CFO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• First, determine who Delphi intends to stay, transition (following the Interim) and leave the business.
• Second, Identify the “Talent-at-Risk”, work with Delphi executive and staff leaders to identify high-value managers and “Skilled Experts” who will play important roles during the Interim-State and the End-State organization.
• Third, Determine positions that need to be filled and develop high-level job descriptions.
Interim-State Organization
7
3. Review Key Talent-at-Risk,
B ob b ie V a llad onE xec u tive A s s is tan t,
F ac ilit ies
E th an B in gS tra teg ic B u s in es s
A n a lys t
P au l G ig gE V P & C O O
K e ith C oop erP res id en t
IP F ax S ervic es
E van C h rap k oP res id en t
S ec u re F ile S e rvic es
M ik e S e rb in isC h ie f S ec u rity
O ffic e r
B ill L eeC TO
D ave Th a tc h e rP res id en tTarget
EIS
CEO
MarketingOperationsSales HR R&D
CFO
• Preserve Delphi HR
• Create International HR capability
AsiaEuropeAmericasLegalFin & AcctgIT
• Integrate Delphi and Target R&D and remove from office of CTO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• Integrate Delphi and Target operations
• Create matrixed shared services model
• Build, buy, or outsource best-practice IT Infrastructure
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Fill resource and capabilities gaps as needed
• Fill resource and capabilities gaps as needed
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Rationalize facilities and assets
• Define roles and responsibilities for regional operations centers
• Create office of the CFO
• Finalize from Interim model
• Fill resource and capability gaps as needed
Review the current job descriptions for the target’s talent-at-risk as well as their individual performance reviews and job histories to determine their potential fit in the Interim and End-State organization.
8
B ob b ie V a llad onE xec u tive A s s is tan t,
F ac ilit ies
E th an B in gS tra teg ic B u s in es s
A n a lys t
P au l G ig gE V P & C O O
K e ith C oop erP res id en t
IP F ax S ervic es
E van C h rap k oP res id en t
S ec u re F ile S e rvic es
M ik e S e rb in isC h ie f S ec u rity
O ffic e r
B ill L eeC TO
D ave Th a tc h e rP res id en tTarget
EIS
CEO
MarketingOperationsSales HR R&D
CFO
• Preserve Delphi HR
• Create International HR capability
AsiaEuropeAmericasLegalFin & AcctgIT
• Integrate Delphi and Target R&D and remove from office of CTO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• Integrate Delphi and Target operations
• Create matrixed shared services model
• Build, buy, or outsource best-practice IT Infrastructure
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Fill resource and capabilities gaps as needed
• Fill resource and capabilities gaps as needed
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Rationalize facilities and assets
• Define roles and responsibilities for regional operations centers
• Create office of the CFO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• With the the talent-at-risk identified, evaluated and generally slotted for a position in the new organization, an informal interview should be scheduled to surface his.her wants, needs and expectations.
• Be sure to consider emotional and political concerns he/she may have as well as job related expectations. The interview also serves the purpose of letting the individual know Delphi cares about him/her
.
4. Evaluate Key Talent-at-Risk Job and Career Expectations
9
B ob b ie V a llad onE xec u tive A s s is tan t,
F ac ilit ies
E th an B in gS tra teg ic B u s in es s
A n a lys t
P au l G ig gE V P & C O O
K e ith C oop erP res id en t
IP F ax S ervic es
E van C h rap k oP res id en t
S ec u re F ile S e rvic es
M ik e S e rb in isC h ie f S ec u rity
O ffic e r
B ill L eeC TO
D ave Th a tc h e rP res id en tTarget
EIS
CEO
MarketingOperationsSales HR R&D
CFO
• Preserve Delphi HR
• Create International HR capability
AsiaEuropeAmericasLegalFin & AcctgIT
• Integrate Delphi and Target R&D and remove from office of CTO
• Finalize from Interim model
• Fill resource and capability gaps as needed
• Integrate Delphi and Target operations
• Create matrixed shared services model
• Build, buy, or outsource best-practice IT Infrastructure
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Fill resource and capabilities gaps as needed
• Fill resource and capabilities gaps as needed
• Rationalize facilities and assets
• Define roles and responsibilities for regional ops centers
• Rationalize facilities and assets
• Define roles and responsibilities for regional operations centers
• Create office of the CFO
• Finalize from Interim model
• Fill resource and capability gaps as neededR og er M an s on
D irec to rP rod u c t S u p p ort
S an F ran c isc o
S tep h an ie D u n leaD irec to r
In fras tru c tu re S ervic es
L es lie B an taP u rc h as in g M an ag er
K aren A lon ard oD irec to r
O p era tion s -M es sag in g S ervic es
B ob M ac au leyD irec to r
C u s tom er S erviceF A X & S F S
J ayw an t S in g h R aoD irec to r
Tec h n ic a l A cc ou n t S e rvic es
D ara M u llenD irec to r P rod u c t S u p p ort
D u b lin
O livia H errifo rdD irec to r
Im p lem en ta tion
J oh n N itt i D irec to r
C h an n e l S a les O p era tion s
M ich ae l R og ersD irec to r
C u s tom er S u p p ortM es sag in g S ervic es
A n n M arie U rb an sk iM an ag er C u s tom er
S ervices
C ra ig W a llac eD irec to r O p era tion s
N N TP
R on H u n te rD irec to r - O p era tion s
F ax & S F S
R en ee R ob in s onM an ag er
C ap ac ity P lan n in g &A ss e t M an ag em en t
D ian a W h iteh eadV P O p era tion s
& C u s tom er S ervice
Delphi
After considering the talent-at-risk’s earlier work performance, core skills, job history, and expectations… map the right individuals to the right positions.
5. Map Appropriate “Riders and Horses”
Most important: be sure to initiate a follow-up mechanism to check back with the talent-at-risk to see if their expectations are being met