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Beyond Sport Online
Learning Session
Toolkit: Making Best Use of
Your People
What topics does this toolkit address?
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How to organise your people and
structure your team
How to performance manage and
develop your people
How to attract, recognise and
shape ‘talent’
How to deploy and support and
your people
Slide 2
Case study: Mathare Youth Sports Association
(MYSA)
As part of the partnership with Beyond Sport PwC worked with MYSA throughout 2012 supporting
them to develop an HR strategy aligned to their organisational objectives.
“
We empower young people to fulfil their potential and
improve their lives and their communities through
sport. MYSA is run by and for young people, building
a brighter future for Kenya...
”
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Slide 3
Making Best Use of Your
People
How to organise your people and
structure your team
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Why is organisation design important?
Organisation charts...
•
Give a diagrammatical representation of the structure of the organisation
•
Clearly illustrate reporting relationships
•
Give a hierarchal view of positions within the organisation, function or department
And they are a great way to identify...
Key roles
Where the focus of
activity lies
Where decision making
bottle necks may lie
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Spans of control
Key relationships
Slide 5
Key principles of good organisational design
These principles can be used to think about what is important when designing an organisation
structure. They can be used to generate a set of structural considerations and recommendations that
will help to drive organisational performance.
Decisions
Strategy
People
The design should ensure that
enough management
attention is allocated to
determining core strategic
objectives and achieving key
operational objectives
The structure should reflect
the motivations, values and
talents of the workforce and
also provide clear
accountabilities for managers
and their teams
Determine where decisions
are made within the
organisation and who has
ultimate decision making
powers; this should be
reflected in the hierarchical
structure
Flexibility
Simplicity
The organisation must be able
to flex according to both its
future needs and within any
constraints imposed upon it
as well as adjusting to any
new ways of working
The design should ensure that
any difficult links, either
internal (i.e. reporting)s or
external (i.e. Suppliers), in
the old organisation are
eliminated and/or simplified
Influence
The design should ensure that
those who hold critical
specialist skills or influential
decision making powers are
protected from being
influenced by internal or
external factors
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Slide 6
Example: how is MYSA’s structured?
MYSA’s structure ensures that the organisation is aligned by functions and that staff are organised
and managed by work level. There are five key worklevels, each with different strategic or operational
priorities within the organisation.
Worklevels
Organisation Design
Board of Trustees
Level 5
Managing organisation
Executive Council
Academy Advisory Board
Executive Director
David Thiru
Level 4
Managing strategy
Level 3
Managing function
Level 2
Managing others
Level 1
Managing self
P.A, Marketing,
Communications &
I.T Director
Ismail Hussein
HR, Procurement,
Facilities & Legal
Director
George Kamau
Marketing And
Fundraising
Manager
(MYSA and the
Academy)
HRM & Leadership
Awards
Manager
Youth Rights
Protection
Project Manager
Special Events,
Youth Exchange &
Information
Manager
Facilities,
Procurement &
Assets
Manager
Development
Director
Maqulate Onyango
Operations Director
Stephen Muchoki
Finance, Strategy &
Planning Director
Veronicah Kigotho
Academy Director
Henry Majale
Arts & Culture
Project Manager
Suspended
HIV/AIDS
Awareness
Co-ordinator
Strategy & Planning
Manager
Training Production
Manager
Slum Libraries &
Study Halls
Project Manager
Shoot-back
Project Manager
Suspended
Environment
Co-ordinator
Accounts &
Reporting Manager
Training Manager
Football for Hope
Project Manager
Child at Risk
Project Manager
Suspended
Talent Development
Manager
Community Radio
Project Manager
New Project
Women’s Team
Coach (SME)
New Project
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Zone Manager
Zone Manager
Zone Co-ordinators
(x8)
Zone Co-ordinators
(x8)
Slide 7
Be clear about roles and responsibilities...
Use a RACI to activities and decisions and the individuals and / or groups that should be involved by
asking two simple questions:
1.
What must be done?
2. Who must do it?
Responsible
– ‘the doer’
The individual(s) who actually completes the task, ensuring action / implementation.
Accountable – ‘the buck stops here’
The individual who is ultimately responsible – only one ‘A’ can be assigned.
Consult – ‘in the loop’
The individual(s) to be consulted prior to a final decision or action – two-way communication.
Inform – ‘in the picture’
The individual(s) who needs to be informed after a decision or action is taken – one-way
communication.
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Slide 8
Developing robust job description (1/2)
Robust job descriptions not only help provide clarity around an individual’s day-to-day roles and
responsibilities; they also play a critical role in recruitment and selection, performance and talent
management, and employee relations.
Example: job description for MYSA’s “HR, Procurement and Facilities Director”
Job title:
HR, Procurement and Facilities Director
Function:
HR, Procurement and Facilities
Reports to:
Executive Director
Location:
MYSA HQ, Nairobi
Direct reports:
Football For Hope Manager, Youth Rights Protection
Manager, Slum Libraries and Study Halls Manager
Worklevel:
Director
Overall purpose of job:
Responsible for providing an innovative and strategic solution for initiating, developing and coordinating
MYSA’s Projects.
Key responsibilities:
• Support the development and implementation of a sound system of internal control that supports the
achievement of MYSA’s policies, aims and objectives.
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Slide 9
Developing robust job description (2/2)
• Review and test regularly the control systems for reducing risk and preventing fraud, and implement new
controls to do so where appropriate.
• Identify, develop plans for, and implement new Development projects across MYSA.
• Programme management of the Function’s portfolio of projects in line with organisational strategy.
• Monitor, measure and report on the progress of the Function’s projects against agreed timelines and milestones
on a regular basis.
• Establish and maintain appropriate systems for measuring key metrics of the Function’s project performance.
• Manage and control and report on the Function’s spending against agreed budget.
• Support project managers in developing, and approve, strategic plans for MYSA projects.
• Signing off deliverables and outputs against project plans.
• Quality review of managers’ performance in MYSA’s projects and against strategic plan.
• Take part in recruitment and performance management and appraisal of staff within MYSA’s Development
Function.
Minimum qualification:
First degree of equivalent
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Minimum experience:
Five years work experience in a
Director position
Competencies:
• Ability to manage team
• Self driven and focused
• Strategic thinker
• Good communication and
interpersonal skills
• Motivator
• Integrity and respect
Slide 10
The importance of having a governing body in
place
Effective governing bodies can help organisations to ensure that practical and correct procedures and
policies are in place to manage resources effectively, as well as providing objective long-term vision,
and protecting reputation and values.
Key governance considerations:
What is the purpose of the governing body?
Who is involved in the governance process?
How are these individuals and / or groups recruited and selected?
How regularly do these individuals and / or groups meet?
What responsibilities, accountabilities and decision rights does the governing body have?
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Slide 11
Making Best Use of Your
People
How to performance manage and
develop your people
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What does effective performance management
look like?
“Performance management is a process that contributes to the management of individuals and teams in
order to achieve high levels of organisation performance”.
•
It’s all about creating a culture in which individuals and groups take responsibility for the
continuous improvement of business processes and of their own skills, behaviour and contributions.
Key components include:
Setting clear
objectives
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Key
competencies
Learning and
development
plan
360
continuous
feedback
Performance
and
development
appraisal
Slide 13
SMART is the benchmark for creating wellwritten objectives
Setting objectives offers individuals a clear goal to work towards, as well providing an organisation with a
means of ensuring that a consistent culture is disseminated across the organisation.
S
M
A
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• Specific: be specific when stating the goal (who, what where, why)
• Measureable: how will you demonstrate and evaluate the extent to which the
goal has been met?
• Achievable: the goal should be stretching but achievable
R
• Relevant: the goals should also be relevant, that is aligned to the needs of the
business unit and the individual’s role
T
• Time bound: the objective should have a specified timeframe in which the goal
is to be achieved
Slide 14
Four step approach to developing a competency
framework
A competency is a dimension or clusters of behaviour that are specific and observable and
verifiable. Competencies can be used to facilitate the conversation about ‘how’ an objective has been
approached and the extent to which it was been achieved.
1
2
3
4
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Be clear on organisations values and beliefs; articulate these beliefs and understand
what they mean in practice and how they can be demonstrated.
List out and group what each value looks like in practice; create a long list of what
each value would look like in practice, group these behaviours into common themes.
Align each group to the key values and create titles; test which value each group of
behaviours aligns to and create a title for each group of behaviours.
Determine indications that will demonstrate behaviours; for each group of
behaviours, decide what will be the key indicators that this behaviour (and therefore value) is
being upheld.
Slide 15
Example: what do key competencies look like?
MYSA defined five key competencies that reflect key behaviours that individuals should demonstrate,
tMYSA’s overall culture and key values that are demonstrated in the work that the charity does.
Demonstrate equality and fairness
in all undertakings
Protect the rights of youth and children
Always include everyone
Be a good role model
Demonstrate respect and integrity
We talk to each other
Provide a support network
Be courageous and honest
Be creative and innovative
Take price in your work and
working for MYSA
Demonstrate a proactive
approach and attitude
Work as one MYSA team
We work hard to achieve our
common goals
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Share information
and success stories
Develop self and others
through coaching
Encourage healthy
competition
Slide 16
The 70:20:10 learning model
Training and development should not be limited to formalised learning programmes. Rather, it should
‘blend’ different approaches and methods to deliver a multi-dimensional development programme. The
70:20:10 rule highlights the importance of making the most of day-to-day learning opportunities, as well
as the experiences and knowledge that can be developed through working with others.
70%
- Learning from doing
Learning from others –
10%
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20%
- Learning from formal learning
Slide 17
Four step approach to creating training and
development initiatives
Before deciding on a strategy and approach for training and development it is important to assess its
training needs against the organisation’s wider objectives, decide on the training needs for each role in
light of this and consider existing training against new training requirements. The outcome of this process
will help to determine the right approach to training.
Determine and verify your business objectives
1
2
Determine training and development needs
3
What already exists that can fulfil needs, and what needs
to be developed?
4
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Decide on strategy and approach to bridge ‘gap’
Slide 18
Examples of training and development initiatives
There are a variety of training initiatives that organisations can consider. Approaches can be both formal
(programmes, inductions) and informal (coaching, mentoring) and should be developed for all levels of
experience of colleagues throughout the organisation.
Induction programme
Coaching
Mentoring
Support from line manager
Formalised training programme
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Slide 19
Feedback and performance appraisal checklist

Ask for feedback that is clearly aligned to the objectives that were set

Ensure that you receive feedback from colleagues across all work levels (more junior as well as
more senior)

Request feedback regularly throughout the performance year and also when you have
completed a major project or important piece of work

Ensure your collection of feedback demonstrates a range of experiences and skills – this is your
opportunity to show what you can do

Perform your own self evaluation before the feedback meeting and consider what you did well,
what you could have done better and how you will do things differently based on the
feedback you have received

Use any development areas to positively inform your objectives for the next performance year
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Slide 20
Making Best Use of Your
People
How to attract, recognise and shape
‘talent
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How do you recognise talent?
The recognition of talent is key to shaping the future profile of the organisation; it works in parallel
with performance management and contributes to longer term succession planning.
Identifying talent is based on two factors...
Performance
Potential
An objective view of an individual's
past contribution to the business.
Retrospective’ and measures an
individual against agreed objectives
Future focused and indicates an
individual's ability and drive for
excellence (which may or may not be
realised).
The most effective way to do this is to develop a set of ‘high potential criteria’ that are closely aligned
to the values and culture of your organisation.
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Example: what do ‘high potential criteria’ look
like?
MYSA identified four criteria that could be used to assess the potential of its employees. These should
be used at the end of the Performance Year alongside the performance management process to
determine employees ‘Potential Talent Rating’.
Perseverance
Courage and integrity
Ability to coach others
Leadership
Ability to influence
and guide
Initiative and commitment
Clear ambition
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Willingness to take part
Ability to work with
others
Problem solving
Consistent with high
delivery
Ability to adapt to
change
Slide 23
Planning for the future
After the performance and talent management appraisals have been finalised and agreed, the
succession planning process can begin. This process that can help organisations to...
Match organisational needs with qualified talent (both internal and external)
Choose the right successors at the right time for critical roles
Create and develop visible pathways for advancement
Motivate employees
Support the management and delivery of development activities
Organisations should review and develop their succession plans on an annual basis to ensure that they
can meet current and future skills, capability and behavioural needs.
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Slide 24
Carrying out succession and talent planning
Identify where you have talent...
• Use ‘Potential Talent Rating’ to colour code each
box on your organisation chart to produce a
visual representation of the talent across your
organisation.
• This will highlight areas of the organisation that
are ‘at-risk’ – i.e. they have few individuals with
future potential.
Map where talent could go in the future ...
• Using a succession planning template to identify
individuals with potential for promotion and map
to suitable future roles.
• This process should be led by the HR Director
and Executive Director.
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1.
Assess the talent of your people
based on their performance and
potential
2.
Use your organisation structure
to map out where you have
talent
3.
Use a succession planning
template to indentify where your
talent could go in the future
Slide 25
Making Best Use of Your
People
How to deploy and support and your
people
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People policies and procedures
HR policies set out the guidelines under which both an organisation and its employees should operate In
particular, they give clarity to...
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The nature of the
organisation
What individuals should
expect from the
organisation
What the organisation
expects of the employees
How policies and
procedures work
What is acceptable and
unacceptable behaviour
The consequences of
unacceptable behaviour
Slide 27
Best practice approach to writing HR policies
When writing HR policies, the following key factors should be considered in order to make them both
relevant and applicable to an organisation and its employees. Remember that policies should be
accessible to all employees and should clearly set out organisational expectations.
Application: describes to whom the policy or procedure applies
Purpose: sets out why the policy is in place and its aims (i.e. a safe
workplace)
Sanctions: sets out how, for example, the misuse of alcohol or drug will be
treated
Advice: outlines what support you will provide either directly or indirectly
Review process: includes the date of issue and date for review
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Slide 28
Making Best Use of Your
People
How do the people processes
fit together?
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An integrated process...
The performance and talent management processes work together with the training and development
strategy to manage people and talent across the organisation. These three elements should be pulled
together into a single integrated annual process, that all stakeholders are involved in during the
performance cycle.
For example...
January
Set performance
objectives with
individuals
Talent planning
based on previous
year ratings
Succession planning
based on previous
year ratings
June
Mid-year review of
Performance
Development &
Training plans
December
End of year
performance review
Performance
moderation (if
applicable)
Collect feedback
End of year talent
rating
Ongoing training and development for all staff based on individual plans
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Slide 30
Thank you...
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