Identifying HR Practice Vulnerabilities

We identified 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.

The Business Impact

We advised the bank to build an HR infrastructure aligned with its strategy and integrated with bank-wide organization processes before the technology implementation.

This would save them from expending investment dollars on a system that would not support effectiveness because of structural inefficiencies.

Aligning HR Processes with Business Strategy

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 aligned HR practices with the business strategy, embedding and integrating them across all organizational activities.

We built and supported the implementation of an agile HR organization focusing on developmental HR practices, leading a multi-disciplinary, multicultural team to align the bank's HR systems and practices with its strategic objectives. A key aspect of the project was business leader and manager coaching.

The Business Impact

Implementing the new process and structure design led to significant enhancements in employee engagement, competency, and performance. The bank-wide competency model developed was used to drive learning and development, career management, leadership development, and other employee development practices. The bank’s branches grew from a few hundred to over two thousand, and the employee headcount grew from a thousand to over twenty thousand.

Building a Corporate Competency Model

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 Business Impact

The resulting competency model served as the basis for creating the airline’s employee competency development strategy and practices.