Identifying HR Practice Vulnerabilities

This development bank was identifying enterprise technology HR requirements as part of its digitalization strategy.

The bank needed to identify and resolve organizational issues impeding productivity, growth, and profitability.

We identified and quantified in risk profiles key capability gaps (strategy, processes, structure, policies, people, and culture), which would sub-optimize the bank’s organizational effectiveness efforts if not addressed before the technology rollout.

We met with the HR and Technology, and Project Management teams and consultants to discuss and advise on the importance of building an HR infrastructure aligned with its strategy and integrated with bank-wide organization processes before the technology implementation to prevent the bank from investing in a technology platform not effectively configured to support organizational effectiveness.

Aligning HR Practice with Business Strategy

A large public sector commercial bank needed to improve productivity and performance and significantly grow the business.

The bank wanted to assess the extent to which its current HR practices were aligned with its immediate and long-term strategic goals, identify, evaluate and mitigate vulnerabilities that would impede successful strategy execution.

Based on the strategic objectives' thrust, we reviewed the bank's strategy and conducted various assessments to identify the critical HR issues impeding effective strategic execution.

Based on the insights derived from the data, we worked with the C suite and business leaders to develop a plan to address and resolve the HR strategy, process, policy people, and culture gaps.

In collaboration with functional and process leaders and managers, we designed and built a new HR Organization aligned with the business strategy, embedding and integrating HR practices across all organizational functions and processes.

These changes led to significant enhancements in bank-wide employee engagement, competency, and performance, evaluated using metrics developed during the design stage.

Building a Corporate Competency Mode

A leading UK airline partnered with a national government to deploy international commercial aviation operations on national and international routes.

The airline needed to upscale employee competency levels to successfully establish and maintain a strong competitive position in the market.

Working closely with leaders, managers, and employees across the business, we identified the critical competencies required to deliver optimal job performance for all roles, including administrative support, cabin crew, operations, reservation agents, avionics technicians, pilots, and engineers.

Following this, we designed and built a competency model aligned with the airline's vision and strategic goals to serve as the foundation for its talent acquisition, talent management, and talent development strategy and practices. The model served as the basis for creating the airline’s employee competency development strategy and practices.