Pay for






Business Integrated Talent

  • The transformation of HR must move HR from a focus on HR function and procedure to a focus on business value through talent.
  • Our services will help you build the strategy and business logic you need to position HR as a true business partner. Here is a list of our services that you can call upon to accelerate your transformation.

  • Set Level 1 enterprise-wide business imperatives (e.g., manage innovation)
  • Set Level 2 workforce capabilities (e.g., what workforce as a whole must do well to achieve Level 1)
  • Set Level 3 business unit, function, or work unit talent plans (e.g., what unit must do well to achieve Level 2)
  • Identify Level 4 key positions (to support Level 3)
  • Stakeholder analysis
  • Define and prioritize specific measures of talent impact on business
  • Select and monitoring key indicators of organizational health
  • Determine talent initiatives payoffs; project feasibility, positive ROI
  • Translate brand values to workforce behaviors
  • Corporate Identity to Employee Mind and Behavior Identity
  • Communication plans and campaign management
  • Employee communication pieces, written documents, manuals, how-to guides, and for web
Back to Top

Goodness of Fit Analysis

  • Static organizations no longer exist. Unfortunately, that old attitude is the attitude used by too many organizations to profile jobs, do it once and forget about it. However, jobs are constantly changing, and jobs form the demand-side of the talent demand-supply equation. If you don't know your demand side, you cannot make good decisions about the supply side.
  • You need a methodology to keep your job and people data coherent and fresh. With our following services, we can help you clarify how jobs and people fit your real-world operating environment and culture. The secret to our unique method is in how you profile.

  • Position profiles and data management: analysis of duties, tasks, knowledge, skills
  • Talent skills registration and data management
  • Position-Person matching
  • Job design
Back to Top
business integrated talent planning

Talent Supply Assurance

  • Sophisticated capital investors know they must construct a diverse portfolio of financial strategies and instruments to build their wealth and protect it from unforeseeable ups and downs of the market. HR and talent managers need to embrace this same view of the protective effects of a portfolio of talent supply strategies.
  • By building the right portfolio of supply strategies, and managing them pro-actively, you ensure that at all times you have a dynamic balance of strategies that are producing reliable talent flow; slowing flow from one strategy can be offset by increasing flow from another. A properly constructed portfolio gives you optimal flexibility to make the right talent choices when the time comes. Our services will help you plan the supply strategy portfolio and measure its ongoing health.

  • Establishing supply priorities for key positions, processes, project teams, scarce skills, management and leadership pipelines, etc.
  • Design of talent pools and 4Bs strategy mix to meet needs of talent pools
  • Talent dashboards
  • Industry and competitor analysis as supply sourcing
  • Sourcing value analysis
  • Succession management
  • Promotion risk assessment
  • Retention risk analysis
  • Creative recruiting strategies
  • Recruiter analysis, efficiency and effectiveness
  • Hiring manager scorecards; hiring effectiveness, cooperation
  • Hiring and onboarding process effectiveness and efficiency analysis
Back to Top

Talent Supply Priorities

  • Supply priorities must take into account the differing needs and operating realities of the different segments of the workforce. Not all segments share the same strategic or tactical requirements.
  • Once these segments and requirements are identified, you have the clarity and focus you need to prioritize your supply investments and efforts and the means to measure investment effectiveness (ROI).

  • Workforce segmentation
  • Job categorization
Back to Top
talent supply priorities

Workforce Planning

  • In recent years, workforce planning has taken on new urgency.
  • Organizations grapple with an ever-changing global market and have a heightened need to be adept in the use of workforce planning to better fit their workforce footprint to operational realities;
    • are you able to deploy to the right challenge or opportunity the quality of talent you need in the quantity you need to the location you need?
    • Do you have an ability to forecast rates of growth, reduction or redeployments?

  • Ratio, trend, zero-based, incremental, scenario-based planning
  • Gap and risk analysis
  • Span of control analysis
  • Hierarchy analysis; levels of work
  • Job norming; comparing jobs across levels and functions for business value
  • Gap and risk analysis
  • Defining the nature of the new career concept
  • Linear model
  • Expert model
  • Spiral model
  • Transitory model
Back to Top

Workforce Analytics

  • Workforce analytics provides management the means to make intelligent decisions as to how to optimize the use and cost of their most expensive asset - the workforce. You cannot manage what you do not measure.
  • However, not all analytics are equally valuable. Many off-the-shelf analytic packages cannot help you with the unique circumstances of your particular business and talent base. We can help you customize and find the creative insight you need to manage effectively and drive business results from your differentiated workforce.

  • Data project planning
  • Formulating testable hypotheses
  • Determining good data sources
  • Data gathering instruments
  • Data collection
  • Data cleanup
  • Analysis of correlation and causation, trends, events
  • Multiple linear regression
  • Predictive analytics
Back to Top
data services

Pay for Performance

  • You need pay programs that attract, motivate and keep the talent you need. And programs that allocate rewards based on abilities, effort, and outcomes.
  • However, while you need to be doing other things, it can be enormously time consuming to design, administer, train, and communicate pay programs. Our services will support you and keep things moving, ready for you to implement when the moment is right.

  • Design of management incentive plans, goal sharing programs, rewarding group performance
  • Design of fixed, variable, STI/LTI
  • Design of performance-level/pay matrices
  • Analysis of ranges (min-mid-max, quartiles, percentiles, compa-ratios); by job families, job titles, levels of workforce, grade, tenure, gender, etc.
  • Comparison of compensation across locations, geographies
Back to Top
pay power button

Talent Economics

  • What is the business value of talent? Or the business value of specific skills? What skills should you invest in?
  • How much return on investment can you expect for a given skill? Can you isolate the specific effects of training to make your analysis relevant to training inputs? Our services can help you sort out the issues and position you to justify talent costs and business outcomes.

  • Calculate monetary value of skills improvement
  • Quantify training effects and determining return on training investments
  • Turnover cost analysis
Back to Top
data services

Change Management

  • Change does not happen by accident. It must be planned and managed. Unfortunately, history tells us that most change efforts fail. The causes of failure can be many, but what should not happen is a failure to have a comprehensive plan for making change happen, with all the right steps for seeing change through from beginning to end.
  • We can help, from establishing and communicating a change vision, building consensus and a guiding coalition, creating a sense of urgency, identifying and reducing resistance, finding early wins to build momentum, and anchoring change in the culture.

  • Stakeholder interviews and consensus building
  • Current-state issue mapping and root-cause analysis
  • Future-state descriptions
  • Facilitate inquiry/brain storming
  • Build consensus for solutions
  • Select winning ideas (payoff matrix)
  • Establish accountability, allocate tasks and assignments (RACI matrix)
  • Action planning oversight
Back to Top
railroad tracks as metaphor for moving ahead

Competency Systems

  • Competencies are your competitive difference. If your competencies are 'so-so', then your presence in the marketplace will be 'me-too'. Not a good place to be.
  • Instead of thinking of competencies as objects, think of competency as a capability system, some parts of which define or identify competencies, other parts develop competencies, and other parts measure and report on competencies. Our services are designed to wrap around your business objectives and the systems which make competencies available to you which achieve business objectives, from individual contributors to teams to management to executives.

  • Definition of competencies in work context; duties, tasks, knowledge, skills
  • Pre-hire assessments
  • Performance rating collection and analysis, new hires at 90 days, 365 days
  • Competency assessment, variance to competency standards
  • Speed-to-competency analysis
  • Managerial expertise analysis
  • 6Q leadership competency assessments, leadership level norming
Back to Top
tools of the competent

Facilitation, Leadership

  • Modern organizations are information processing and decision making machines. As individuals and as groups, we sift the information looking for bits or patterns which are truly insightful, differentiated or unique, and that we can exploit. To sift and decide well, working together can make us smarter than working separately.
  • But to work together well we often need to orchestrate or facilitate or guide the sifting and deciding process to reach breakthrough understanding. That's where our services in group facilitation can help. Facilitation can help launch new initiatives or revitalize old ones. Facilitation can help breakthrough deficits in imagination, or smooth the way through conflict to reach consensus. Sometimes, facilitation can be just 1-on-1 in the form of coaching or mentoring.

  • Focus group facilitation
  • Executive retreat facilitation
  • Key note speeches
  • Career coaching
  • Skills coaching
  • Mentoring
Back to Top
railroad tracks as metaphor for moving ahead

Employee Surveys

  • How do you know what is happening until you make the effort to find out? Surveys are powerful tools to seek and discover the nature of the current state of your organization or what may be happening to units and individuals within it.
  • Deciding on a type of survey to use depends on what information you seek, and there are many ways to look at the 'reality' of your organization. We can help you think through the kind of information you want, collect it, analyze it and report on it. Then, you'll know what you could or should do next.

  • Employee satisfaction
  • Job satisfaction
  • Recruitment satisfaction
  • Engagement analysis
  • Team alignment analysis
  • New hire surveys
  • Feedback on training
  • Organizational culture
  • Employee understanding of strategy
  • Meeting feedback
  • Company event evaluation
  • Exit surveys
Back to Top

Copyright © WorldwideHR 2015. All Rights Reserved