We assist clients to design and implement organisation structures that match their strategic direction, operational priorities and desired work culture. Our approach is to work with the senior-most leadership team to utilize their collective skills and knowledge and ensure that they fully understand and own the solution.
Once the macro-structure is clear, we map the outcomes required of each job and how these outcomes interrelate with those of other jobs. We can also help to determine the skills and knowledge required to deliver these outcomes and the behaviours associated with exemplary performance.
We document jobs to suit client circumstances. For some clients, position summaries can provide a suitable basis on which to classify work and remuneration staff. These summaries define the overall purpose of a job and the enduring outcomes or accountabilities a job holder is intended to deliver.
Other clients operate in a more fluid environment in which work priorities can change quickly and often. As such we can design job families to provide a more flexible approach to managing work. This approach defines categories of similar jobs in a work value hierarchy without the need to specify tasks or activities that can become irrelevant as circumstances change. Job families can provide a suitable basis for matching people and work and managing remuneration, career development and workforce planning in a rapidly changing environment.
1. Defining the core and enabling processes required to deliver required strategic outcomes and using these processes to depict the operating model;
2. Designing organisations structures that embody the required operating model;
3. Mapping accountabilities across organisational layers as a basis for job design and goal setting;
4. Writing position summaries that define the overall purpose and enduring outcomes of a job;
5. Designing and documenting job families to categorise similar jobs in a work value hierarchy.
Talent strategy has previously been the preserve of large, private sector organisations, but the operating environment of the public sector is forcing change in this regard. Governments everywhere are increasingly exposed to the competitive pressures typical in the private sector as they strive to better serve and engage with their constituents. Consequently, the conversation around the skills required for the jobs of the future is becoming ubiquitous.
Where human performance can provide a competitive advantage, it makes sense to invest in approaches to attract, retain and develop employees and minimise the risk of burn-out or other causes of career derailment. This involves predicting the capacities and capabilities that will be required and, in so doing, differentiating hard-to-develop competencies for recruitment and other skills and knowledge for training and development. It also means defining internal career paths that build on and stretch these capabilities.
Jackson Advisory offers an approach to talent strategy built on the distinction between hard-to-develop competencies for recruitment and more malleable skills and knowledge for training and development. This distinction underpins the design of career ladders that promote development and minimise the risk of unplanned turnover, burn-out or other causes of career derailment. Our career ladders define internal career paths that build on and stretch employee capabilities.
We also analyse the drives of labour demand and extrapolate these to predict the size and composition of the future workforce.
1. Identifying the least number of attributes that reliably predict exemplary performance in a job or family of jobs;
2. Differentiating hard-to-develop competencies as a basis for recruitment from more malleable skills and knowledge that can be cost-effectively trained;
3. Developing career ladders as an integrated framework for job-person matching, performance management, career development and remuneration management;
4. Analysing the drivers of labour demand and predicting future workforce needs.
HR policies can have a profound impact on the functioning of an organisation. They are like the DNA of an organism, guiding its behaviour and development. To do so, however, these policies must be strategically-aligned, clear and concise. They should be understood and ‘owned’ by all stakeholders; and they should be embedded in simply, replicable processes across the employee life-cycle such as induction, goal-setting, career development and remuneration management.
Our approach to the development of HR policy is based on the following criteria:
• Simplicity – they should be written in simple, clear language and provide unambiguous direction;
• Permanence – they should be statements of enduring value and relevance;
• Best practice – they should be based on what has been proven to work well;
• Flexibility – they should be implementable in most circumstances.
Jackson Advisory writes HR policies that reflect the circumstances and aspirations of clients and designs the frameworks and procedures required to operationalize each policy e.g. salary classification structures for managing fixed remuneration and incentive plans for managing variable pay.
We also develop communications and training materials to support policy implementation.
1. Review the impact of existing HR policies on employee motivation and engagement;
2. Benchmark best practice HR policies based on client strategy and operating model;
3. Draft new HR policies and/or train internal staff to do so based on agreed format and content requirements;
4. Develop processes and associated documentation for high-impact policies such as performance management, career development and succession planning;
5. Design salary classification structures for managing fixed remuneration and incentive plans for managing variable pay;
6. Undertake remuneration market analysis on the basis off-the-shelf or tailored methodologies for job sizing/matching;
7. Develop communications materials for internal briefings;
8. Develop materials and conduct training to support policy implementation.