How to Evolve the People & Management model within your organisation
The 3rd People & Management Survey conducted by Visagio in 2017 involved 83 companies and led to the development of a maturity analysis model for People & Management practices. The model supports the diagnosis of a companies’ current scenario and a development plan to overcome the challenges and transformations faced by the People Management area.
Learn More: Best practices indicated from the data collected
The People & Management Survey conducted by Visagio was designed to debate best practices related to the topic and help companies discover their maturity level in the People & Management area.
At the end of the survey, the participants received a report with their maturity analysis and a complete report with their company’s benchmarking status. Participants also received two tickets for the 3rd People & Management Forum, which featured the companies Ambev, Moda Soma Group, Brookfield Energia, Equatorial Energia, and Magazine Luiza.
The survey shows that 29% of companies fall into the “In Transformation” quadrant. In other words, they are aware of their deficiencies in People & Management and are working to adjust to the new tools and methodologies, while also improving their processes. The two quadrants with the lowest maturity, together, represent 44% of the companies. In this scenario, one main question arises: “How to become an opinion shaper in People & Management?”
Based on our most current methodology and extensive practical experience gained from the projects we completed, we can outline three significant steps that highly mature companies have taken:
- recruitment & selection,
- culture of meritocracy, encouraging the development of goals, evaluation of competencies, feedback and career & succession, and
- transparent communication.
Recruitment & Selection
The first step is to have an efficient recruitment and selection process. In other words, having a process that can recruit the right person for the right position.
The recruitment and selection process requires time and dedication from leadership not only in terms of participating in interviews, but also gives them a main role disclosing and disseminating the company’s values at forums, in social media, and at major colleges and universities – at the undergraduate, graduate, and/or masters level.
A strategy widely adopted by highly mature companies when it comes to People & Management practices is the use of internships and young talent programs. These programs generally represent a major opportunity, not only for the candidates, but also for the companies, which have the potential to be considered a highly rated employer.
Culture of Meritocracy
The second step is to cultivate a culture of meritocracy.
A product of the company’s planning process, the definition and development of goals can help focus and challenge employees, motivating them and guaranteeing the necessary alignment to meet the organisation’s mission.
The evaluation of competencies, in turn, guarantees the organisation’s cultural alignment, granted that the evaluation criteria are clear and reflect the company’s values.
Together, the evaluation of results (goals) and competencies (culture) offer raw material for the organisation to identify and recognize its talents.
The performance assessment should always include feedback to help develop the critical points identified. It should also be used as the basis for granting employee bonuses and promotions.
Mature companies establish a budget for talent recognition and demonstrate an alignment between promotions and defined career plans.
Transparent Communication
The third and final step is to communicate transparently. Clear and transparent communication guarantees alignment when it comes to the company’s objectives and values, prevents disruption and distrust during periods of change, helps promote employee engagement, and supports improvements to the organisational climate.
Among highly mature companies, it is the leadership that supports the three steps.
About the Authors
Natascha Moraes is a Visagio consultant, specialist in projects focused on Business Process Engineering, Organisational Transformation, Strategy, and Change Management, with a focus on People & Management in the mining, telecommunications, energy, infrastructure, pension fund and banking sectors.
Tiago Miranda is a specialist in People & Management, Organisational Transformation, Business Process Engineering, SSC implementation, Career & Succession, and Team Sizing in the oil & gas, mining, pension fund, investment fund, real estate, retail, automobile, education, and service sectors. Tiago specialised in Finances at the COPPEAD Graduate Business School.
Thales Miranda is a partner at Visagio and is focused primarily on Business Process Engineering, Organisational Transformation, PMO, and HR Transformation Projects and working in sectors such as mining, infrastructure concession, oil & gas, and real estate, among others. Thales specialised in People Management at the ISE / IESE Business School.
