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Beyond Sport Online

Learning Session

Toolkit: Making Best Use of

Your People
What topics does this toolkit address?

How to organise your people and How to performance manage and

structure your team develop your people

How to attract, recognise and How to deploy and support and

shape ‘talent’ your people

PwC 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...
”
PwC Slide 3
Making Best Use of Your
People
How to organise your people and
structure your team

PwC
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...

Where the focus of

Key roles Spans of control
activity lies

Where decision making

Key relationships
bottle necks may lie

PwC 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.

Strategy
The design should ensure that
enough management
attention is allocated to
determining core strategic
objectives and achieving key
operational objectives
Decisions
People
Determine where decisions
The structure should reflect
are made within the
the motivations, values and
organisation and who has
talents of the workforce and
ultimate decision making
also provide clear
powers; this should be
accountabilities for managers
reflected in the hierarchical
and their teams
structure

Influence
Flexibility Simplicity
The design should ensure that
The organisation must be able The design should ensure that
those who hold critical
to flex according to both its any difficult links, either
specialist skills or influential
future needs and within any internal (i.e. reporting)s or
decision making powers are
constraints imposed upon it external (i.e. Suppliers), in
protected from being
as well as adjusting to any the old organisation are
influenced by internal or
new ways of working eliminated and/or simplified
external factors

PwC 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
Level 4 David Thiru

Managing strategy
P.A, Marketing, HR, Procurement,
Development Finance, Strategy &
Communications & Facilities & Legal Operations Director Academy Director
Director Planning Director
Level 3 I.T Director
Ismail Hussein
Director
George Kamau
Maqulate Onyango
Stephen Muchoki
Veronicah Kigotho
Henry Majale

Managing function Marketing And

Fundraising HRM & Leadership Youth Rights Arts & Culture HIV/AIDS
Strategy & Planning Training Production
Manager Awards Protection Project Manager Awareness
Manager Manager
(MYSA and the Manager Project Manager Suspended Co-ordinator

Level 2 Academy)

Managing others Special Events,

Youth Exchange &
Facilities,
Procurement &
Slum Libraries &
Study Halls
Shoot-back
Project Manager
Environment Accounts &
Training Manager
Information Assets Co-ordinator Reporting Manager
Project Manager Suspended
Manager Manager

Child at Risk
Football for Hope Talent Development
Level 1 Project Manager
Project Manager
Suspended
Manager

Managing self
Community Radio
Project Manager Zone Manager Zone Manager
New Project

Women’s Team Zone Co-ordinators Zone Co-ordinators

Coach (SME) (x8) (x8)
New Project

PwC 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.

PwC 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

Job title: Function: and Facilities Director”
HR, Procurement and Facilities Director HR, Procurement and Facilities
Reports to: Location:
Executive Director MYSA HQ, Nairobi
Direct reports: Worklevel:
Football For Hope Manager, Youth Rights Protection Director
Manager, Slum Libraries and Study Halls Manager
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.

PwC 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: Minimum experience: Competencies:
First degree of equivalent Five years work experience in a • Ability to manage team
Director position • Self driven and focused
• Strategic thinker
• Good communication and
interpersonal skills
• Motivator
• Integrity and respect

PwC 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?

PwC Slide 11
Making Best Use of Your
People
How to performance manage and
develop your people

PwC
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:

Performance
Learning and 360
Setting clear Key and
development continuous
objectives competencies development
plan feedback
appraisal

PwC Slide 13
SMART
is the benchmark for creating well-written
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.

• Specific: be specific when stating the goal (who, what where, why)
S

• Measureable: how will you demonstrate and evaluate the extent to which the
M goal has been met?

• Achievable: the goal should be stretching but achievable

A

• Relevant: the goals should also be relevant, that is aligned to the needs of the
R business unit and the individual’s role

• Time bound: the objective should have a specified timeframe in which the goal
T is to be achieved

PwC 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
Be clear on organisations values and beliefs; articulate these beliefs and understand
what they mean in practice and how they can be demonstrated.

2
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.

3
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.

4 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.

PwC 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 We talk to each other

in all undertakings Provide a support network
Protect the rights of youth and children
Always include everyone
Be a good role model
Demonstrate respect and integrity
Be courageous and honest
Be creative and innovative
Take price in your work and
working for MYSA

Demonstrate a proactive
approach and attitude Share information
Work as one MYSA team and success stories
Develop self and others
We work hard to achieve our
through coaching
common goals
Encourage healthy
competition
PwC 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 others

- Learning from doing

– 20%
10% - Learning from formal learning

PwC 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.

1 Determine and verify your business objectives

2 Determine training and development needs

What already exists that can fulfil needs, and what needs
3 to be developed?

4 Decide on strategy and approach to bridge ‘gap’

PwC 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

PwC 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
PwC did well, what you could have done better Slide 20
Making Best Use of Your
People
How to attract, recognise and shape
‘talent

PwC
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...

An objective view of an individual's

past contribution to the business.
Performance
Retrospective’ and measures an
individual against agreed objectives

Future focused and indicates an

individual's ability and drive for
Potential 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.

PwC
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’.

Willingness to take part

Perseverance Ability to work with
Courage and integrity others
Ability to coach others
Leadership
Ability to influence
and guide

Problem solving
Consistent with high
delivery
Initiative and commitment Ability to adapt to
Clear ambition change

PwC 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.

PwC Slide 24
Carrying out succession and talent planning

Identify where you have talent...

1.
• Use ‘Potential Talent Rating’ to colour code each
Assess the talent of your people
box on your organisation chart to produce a
based on their performance and
visual representation of the talent across your
potential
organisation.
• This will highlight areas of the organisation that
are ‘at-risk’ – i.e. they have few individuals with
future potential. 2.
Use your organisation structure
to map out where you have
Map where talent could go in the future ... talent

3.
• 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 Use a succession planning
and Executive Director. template to indentify where your
talent could go in the future

PwC Slide 25
Making Best Use of Your
People
How to deploy and support and your
people

PwC
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...

What individuals should

The nature of the What the organisation
expect from the
organisation expects of the employees
organisation

How policies and What is acceptable and The consequences of

procedures work unacceptable behaviour unacceptable behaviour

PwC 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

PwC Slide 28
Making Best Use of Your
People
How do the people processes
fit together?

PwC
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 June December

Mid-year review of
Set performance
Performance End of year
objectives with
Development & performance review
individuals
Training plans
Talent planning Performance
based on previous Collect feedback moderation (if
year ratings applicable)
Succession planning
End of year talent
based on previous
rating
year ratings

Ongoing training and development for all staff based on individual plans

PwC Slide 30
Thank you...

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