The importance of evaluating the degree of maturity in People & Management for the evolution of the HR model
Over the past 60 years, corporate strategic planning has undergone a series of transformations. Between the 60s and the mid-80s, companies focused their efforts on products, assets, and services. At the end of the 80s, this was no longer enough to ensure competitiveness, leading companies to invest in redesigning processes, organizational structures, and information systems. It was only in the 2000s that talent management began to be seen as a key pillar for the organization's performance. At that time, the ability to attract, recruit, and retain talent became an enormous competitive differential in companies.
And to keep up with these transformations, people management revised its role and now assumes a leading role in business strategy. A common mistake in the corporate world, for example, is to implement people management tools that are not aligned with the maturity of people and company management.
Thus, the definition of which tools apply to each business plays a crucial role. There are many tools that can be used, such as:
Several organizations sought to implement many of these tools motivated by the transformations and seeking growth in results. But doing it just because it's a good practice and without leadership involvement, doesn't encourage employee engagement.
How mature is my company in People and Management?
Faced with these challenges, a maturity analysis model in People & Management was developed that seeks to make a diagnosis of the company's current scenario and then carry out an organization's development plan.
The model evaluates 2 dimensions:
8 categories are analyzed in each dimension: Company Identification, Management Model, Leadership, Culture & Engagement, Strategic Incentives, Meritocracy, People Readiness and People Analytics.
Learn more: the 8 categories that make up the management model assessment
— Company Identification: The pillar seeks to evaluate the structuring of the People & Management area, its centralization and outsourcing of its Processes. An indicator of maturity is the measurement of People & Management indicators, such as Turnover, voluntary shutdown, talent mapping,% of talents, and the voluntary shutdown of talents.
— Management Model: It considers the scope of strategic planning, conducted by People & Management, permeating factors such as profitability, cash and longevity, supporting the organization's continuity. This implementation will involve the structuring and deployment of goals. In addition, this pillar is based on the existence of policies, procedures, mapped processes, continuous improvement methodologies, and indicators.
— Leadership: The leadership pillar is linked to the role of leadership in the People & Management processes and in the dissemination of culture for the development of new leaders.
— Culture & Engagement: It is the closeness of employees to the company, as they see, live and share the values proposed by the leadership. A common form of measurement is through the application of employee engagement research.
— Strategic Incentives: In addition to the financial incentive, it is crucial that the organization has a purpose that enchants and engages its employees. In this dimension, the existence of long-term financial incentives is also assessed, which aligns the employee's individual perspective with the company's vision of perpetuity.
— Meritocracy: It is one of the main levers of the People & Management model, being the driver for the recognition, promotion of employees, and adjustments of Fit cultural, through performance assessment and mapping of successors.
— People's Readiness: It is how the organization is prepared to attract qualified people with an appropriate profile and to constantly develop its employees, creating the pipeline of people. Organizations must always seek to have professionals prepared to achieve optimal and lasting results.
— People Analytics: It should facilitate the analysis of data within the organization in order to understand and anticipate behaviors and thus contribute to decision-making.
The result is plotted on a matrix that crosses the maturity level in Process Engagement Level vs. Tool Sophistication. From this intersection, 6 quadrants are formed that reflect the main characteristics of the People & Management area.
Maturity Level Matrix for the People & Management area
- Fireman: At this stage, People & Management tools and processes are not standardized in the organization, or even non-existent. Decisions on the topic are taken on demand and on an ad hoc basis. There is no People & Management function and People Management is restricted to the Personnel Department.
- In transformation: The organization is already aware of its deficiencies in People & Management and is looking for ways to adapt to new tools and methodologies as well as improve its processes.
- “Old School”: At this level, the processes are well defined, with high control, but with a very low degree of sophistication in the tools that are used.
- Militant: The People & Management area now has excellent tools and knowledge of the best practices in the market, tries to implement them, but they still don't work in the company's daily life. The leader does not see himself as the protagonist of the process.
- People Trainer: The People & Management model is already able to train its employees well, generating a pipeline of people for the organization's longevity.
- Influencer: At this stage, the processes are already carried out in the state of the art using the best market practices and adhering to the company's culture. The leader becomes the protagonist of the People & Management process and other companies are eager to copy it.
Once the diagnosis is made, companies will be aware of their level of maturity in People & Management and of their points to be developed and thus be able to design specific actions in order to evolve their practices and processes. Starting from a known position in the matrix allows you to trace the right paths to become an influencer.
About the authors
Natascha Moraes She is a Visagio consultant, a specialist in Process, Organizational Restructuring, Strategy and Change Management projects, focusing on People & Management, in the pension fund, mining, telecommunications, energy, infrastructure and banking sectors.
Tiago Miranda specializes in people & management projects, organizational restructuring, business process engineering, CSC implementation, career & succession, and team scaling, in the Oil&Gas, Mining, pension funds, investment funds, real estate, retail, automotive, education and services sectors. He specializes in Finance from COPPEAD.
Thales Miranda He is a partner at Visagio, has acted as a consultant, project manager and quality assurance, with emphasis on business process engineering projects, organizational restructuring, PMO and HR transformation, having worked in sectors such as mining, infrastructure concession, oil and gas, real estate, among others. He specializes in people management from ISE/IESE.
