Organization Development

The heart of any organization is the HR department, the healthier it gets the healthier organization you will have. Any organization should have a functional and organizational structure that is well developed with a clear and comprehensive job description including competency framework and training plans. These all should be under one HR governance and policy to be followed.  

ALRAEDAH HR company Proposed the below solution to take your HR department to the next level and to have a healthy organization.

 

 

1.Organization structure

The organization chart is a diagram showing graphically the relation of one official to another, or others, of a company. It is also used to show the relation of one department to another, or others, or of one function of an organization to another, or others. This chart is valuable in that it enables one to visualize a complete organization, by means of the picture it presents.

A company’s organizational chart typically illustrates relations between people within an organization. Such relations might include managers to sub-workers, directors to managing directors, chief executive officer to various departments, and so forth. When an organization chart grows too large it can be split into smaller charts for separate departments within the organization. The different types of organization charts

  • Operating model

An organization is a complex system for delivering value. An operating model breaks this system into components, showing how it works. It can help different participants understand the business. It can help leaders in identifying issues that are causing under performance. It can help change makers to check if their ideas of change through all elements and that the operation cycle will still work. It can help those transforming an operation coordinate all the different changes that need to happen.

  • Business Function

A business function is a collection of related, structured activities or tasks by people or equipment in which a specific sequence produces a service or product (serves a particular business goal) for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. A business function may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process. The benefits of using business function include improved customer satisfaction and improved agility for reacting to rapid market change.

 

2.Design Grading System

  • The main goal of the Compensation Benefits System is to attract, retain, motivate and reward top performance in
  • The Rewarding objectives of company should be able to
  1. Achieve internal equity among employees.
  2. Achieve external equity based on market competitiveness.
  3. Stimulate performance in the organization, reward and encourage good performance.
  4. Enhance employee morale and satisfaction, and reduce turnover and encourage loyalty.
  5. Facilitate decision making on Compensation Benefits System initiatives and obtain flexibility in Compensation Benefits System administration through defining clear procedures for regarding the existing jobs, awarding salary increases, also enabling smooth insertion of new jobs and conducting maintenance for the salary scale, etc.
  • Design Grading System
  • Overview: The overall Compensation and benefits Structure method is illustrated below:

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  • Job Descriptions

Job description contains a comprehensive description of job responsibilities, duties, reporting levels, requirements, and qualifications Job descriptions are developed to give a comprehensive understanding of the position sought to be evaluated for grading purposes

  • Job Evaluation

Job evaluation is a formal and practical technique for comparing and ranking jobs logically, consistently and fairly, by using a structured method to” measure” the components of the job.

  • Introduction to Job Evaluation Method
  1. Our job evaluation method is based on the original concept focuses on the following:
  2. Establish a reasonable relationship between work and pay
  3. Objectively evaluate the worth of a job to an organization based on compensable factors
  • Objectives of Job Evaluation

The objectives of job evaluation are as the following

  1. To establish a hierarchy of jobs in the organization
  2. To provide a consistent approach to the way jobs are evaluated
  3. To recognize the similarities and differences among jobs and
  4. To establish and maintain internal equity
  • Job Evaluation Method

Job Evaluation Method involves three basic steps:

  1. Banding: Different bands are assigned to different grades bearing various positions
  2. Grading: different job evaluation factors are used in evaluating the jobs into different grades
  3. Job Families: Different job families for each there are job titles reflect the career progression for that job famil

3.Salary Scale

  • Salary ranges help employer to control their pay expenses and ensure pay equity among employees. It is critical that employers have rational explanations for why they pay their employees a certain rate, and defined salary ranges help accomplish that.

Step 1: Determine the Organization’s Compensation Philosophy

Step 2: Conduct a Job Analysis

Step 3: Group into Job Families

Step 4: Rank Positions Using a Job Evaluation Method

Step 5: Conduct Market Research

Step 6: Create a Salary Range Based on Research 

Step 7: Define salary MIN, MID, MAX, Overlap, Spared %  

 

4.Policy

Purposes

The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behavior, and documents disciplinary procedures, is now the standard approach to meeting these obligations. HR policies provide frameworks within which consistent decisions are made and promote equity in the way in which people are treated.

 

5.Succession planning 

Succession plan is a process for identifying and developing new leaders, who can replace old leaders when they leave, retire or die. Here the planning is usually a close process, so that those who have been selected are not likely to know that they are on a succession list or chat. 

 

6.Replacement plan

Replacement planning is a process of identifying short-term or long-term backups so that organizations have people who can assume responsibility for critical positions during emergencies.

 

7.Design HR Risk matrix

  • Risk is the lack of certainty about the outcome of making a particular choice. Statistically, the level of downside risk can be calculated as the product of the probability that harm occurs (e.g., that an accident happens) multiplied by the severity of that harm (i.e., the average amount of harm or more conservatively the maximum credible amount of harm). In practice, the risk matrix is a useful approach where either the probability or the harm severity cannot be estimated with accuracy and precision.

 

8.Design process maps

  • Business process mapping refers to activities involved in defining what a business entity does, who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined.
  • The main purpose behind business process mapping is to assist organizations in becoming more effective. A clear and detailed business process map or diagram allows outside firms to come in and look at whether or not improvements can be made to the current process.
  • Business process mapping takes a specific objective and helps to measure and compare that objective alongside the entire organization’s objectives to make sure that all processes are aligned with the company’s values and capabilities.

 

9.Setup SLA & Service catalog for HR

  • A service-level agreement (SLA) is a commitment between a service provider and a client. Particular aspects of the service – quality, availability, responsibilities – are agreed between the service provider and the service user.

 

10.Setup RACI Matrix for HR

  • Key responsibility roles in RACI model
  • There is a distinction between a role and individually identified people: a role is a descriptor of an associated set of tasks; may be performed by many people; and one person can perform many roles. For example, an organization may have ten people who can perform the role of project manager, although traditionally each project only has one project manager at any one time; and a person who is able to perform the role of project manager may also be able to perform the role of business analyst and tester.
  1. R = Responsible (also recommended)
  2. A = Accountable (also approver or final approving authority)
  3. C = Consulted (sometimes consultant or counsel)
  4. I = Informed (also informed)

 

11.Design HR Reporting matrix

  • In modern business scenario, reports play a major role in the progress of business. Reports are the backbone to the thinking process of the establishment and they are responsible, to a great extent, in evolving an efficient or inefficient work environment.