HR Maturity Matrix - Linking Human Resource Strategy and Practice

Organizational HR Level Organizational Calibre &Talent Employee Engagement Performance Rewards & Employee Development
Maturity Level Effectiveness Management Recognition
System
1 Compliance Initial • No systematic OD• Ad hoc resourcing • Poor communications • No formal • Pay, promotions, • Spasmodic or absent –
Management practices (‘noise’) systematic rewards, grading no systematic
• Unstructured
feedback etc. procedure to measure
All the • Erratic change interviews • No listening
employee
numbers of management • Ad hoc reports • Extrinsic
important • ‘Hiring hands’ • Legal and collective Motivation – development.
• ‘Irresponsible compliance • Dismissal as the
Authorities in • ’Bums on seats’ only sanction – external to the • Ad hoc training of
Autonomy –
• Hero model of •
Cities – Police, Continuous ER Conflict underrated person idiosyncratic –
Fire Fighting, without taking personal /
other stakeholders leadership – Heroic
Pattern – create trust performance • Money solves all
Hospitals, area. Continuous fault problems’- Not Characteristic
Emergency interests into effort and individual • Need to design all
consideration’ tend to achieve
finding of subordinates
the processes to true. • ‘Sink or Swim’ –
Service. will lead to leaving the merely dropped in to
Statutory
actions at this level of
organization.
align individual • No unified reward
Maturity behavior with structure - is see whether they
Compliances Covers job and
bodies. • Covers Employee
• Disputes and grievances organizational random and survive or not
Organizational over insecurity and aim. anachronistic • ED for the favored few
Drawing of Design and Sourcing & talent
inequity - needs to be only - High Level
Emergency development management)
handled with care. Training for the stars.
Exit. (Change • Company-wide unified
Management) Reward Structure
‘Parity’: vertical;
horizontal-

•
2 Process Foundation•– Formal functional • •
Systematic Staffing •
“Tell & Sell” – the style of Clear definitions of• Job Families – all jobs • “Establishing Operational
Management HR as service structures and Resourcing communication to Jobs & Duties in same functions Effectiveness”
provider. (‘organizing convince
•
principle’) – The
Person Specifications • Focused (narrow) • Grading structure-• Basic Job Training (BJT) for all
business must • Structured interviews
• Local effective ‘jobs’ Formal structure of
• On the Job Reinforcement –
management meetings Grades is established
systematically• Personnel Requisition
• MbO – Management through interventions
through Job evaluation
organized along Form
• ‘Big’ business messages by objectives – for
• “Developing Managerial Skills”-
functional line. and ‘small’ local matured Managers •
Terms & Conditions
Through Managerial
• Attendance messages Matrix – All rewards
• SMART setting goals: are matched as per the
• Organisation Management
Competences descriptors,
Charts – Pictorial • ‘Push’ or ‘send’ financial, projects,
Grading structure.
where gaps can be analysed for
depiction of or • T&A Systems communication channels personal further Training and
organization • Return To Work • Basic channels: ‘events• Annual Appraisals • Employee Portfolio development / or through
reporting line. interviews - causes of and newsletters’, notice Competence Development
• Mid-Year Reviews-Q3 Advisor ( Self Assessment for
• Job Design absenteeism reviews boards, etc.
recommending for
of an employee
• Conferences • Full-Year Reviews –
• Job Descriptions FQ4 Developments) Core Curriculum
• ‘Closed’ Calibre • Rewards as an annual for Managers
• Competent Agenda – Talent
• Work instructions

Main Author: Adhiraj Dey – PM&IR -Symbiosis Pune / Research Indian Institute of Management Ahmedabad
Co-Author – Prof. Neerpal Rathi – Indian Institute of Management Ahmedabad/ Nagpur – Department of OD & Organizational Applied Behavioural Sciences
All Copy rights reserved
 Management reviews conducted by - address event for majority of • Managers’ Handbook – HR
Teams- the core senior management in the employees.
• EAP – Employee Performance Manual which is descriptive in
entity at this level closed sessions Improvement Plans nature.
Assistance Programmes
is the Management
• Critical Calibre Roles to offer helplines and (PIP) and Processes – • Induction/Orientation
Team acting Performance
counselling to employees
together as an
who have financial / improvement plan • TNA – process for training need
effective unit (PIP), where analysis, analyzing the subject
Emotional / Domestic
• Competent problems performance falls well of incompetence through KRA
Operators below target, a formal and KPIs measured with
• Grievance etc. recovery plan is behavioral indicators.
• Meeting procedures – Machinery/
devised and agreed
Management Tools Body needs to be in place
upon.
– for effective to take the decisions
operations.
• Consultation Procedure –
• Basic Change formal consultation • Discipline Procedure-
Management – the procedure to deal with Exit is not the
effective critical change event. solution. A
management of comprehensive and
individual change
• Procedural justice- formal discipline
Fairness is derived in procedure sets out the
events
how management arrived process of dealing
at decision. with performance that
persistently falls below
standard.
3 Capability HR Agenda- • Accountability• “Competency Agenda • “Listen” • “Expectations • Comprehensible and • “Enhancing Leadership”
Management Identification levels - hierarchical – the key theme of Management” – the Transparent Reward
based on this level of
• Functional ‘message’
prime theme is
•
Structure – the reward
Leadership Dev. Plans for top
Strategic • ’Roles,
organizational • Director Forums maturity Level system is transparent
players
Responsibilities,
Competency maturity. • Top Team Briefings – • ‘Management by • Basic Personal Dev. Plans (PDP)
and acceptable by the
Accountabilities
Competences are Business Issues employees • Career Dev. Training
and Authority’ Job Consequence’ –
thinking/feeling/ and
Design • HR ‘Breakfast’ Meetings – whether performance • Competency-based training:
acting dimensions of
leads to positive or Reward product
• Role Descriptions – behavior that informal meetings with
negative.
BJT – guided by the functional
detailed role employees positioning – internal competences
determine proficient
description in • Functional KPIs reward system
performance. • Shift ‘morning prayers’ – • Management Toolkit training
terms of (process and results)-
accountability.
• Functional functional briefing of
• Project Management Training
Competency each work group by the Delivery is measured • Calibre-Differentiated
head by KPI for both end
Framework- A Rewards
results and process
framework that sets • Monthly team briefings inputs. KPIs are • Performance-Related
out the competences Pay – differentiates
captured on
for all Roles in the • Functional Meetings
individual performance
• Competent Teams Calendar operational points.
organizational
supported – to hierarchy within a • Annual (functional) • Short-interval • Recognition Schemes –
create self directed given function / measurements – non financial
• ‘4 Ps’ Briefing Agenda –

Main Author: Adhiraj Dey – PM&IR -Symbiosis Pune / Research Indian Institute of Management Ahmedabad
Co-Author – Prof. Neerpal Rathi – Indian Institute of Management Ahmedabad/ Nagpur – Department of OD & Organizational Applied Behavioural Sciences
All Copy rights reserved
 Work group Department Policies / Plans / needs to be fulfilled
Progress/ people, a
• Succession Plans – A • Team & individual
quantitative feedback
formal talent Targets & Measures
management • Employee Surveys –
• CI plans and targets –
technique for Consisting of employee
Continuous
identifying potential opinions /attitudes
improvement plans
successor for key regarding work and the
are set and plans are
roles. organization- a
followed
quantitative feedback
• Career Ladders- the
technique • Project
formal steps or job in
Benefit
each function and • Employee Suggestion
Tracking –
employee can take to Schemes – submits ideas
are tracked
progress their career for improvement
on time
• Leadership Model – • Indirect (functional) frame KPI,
formal definition of the Employee Voice quantificatio
characteristics that an n in months
organization seeks in
• Focus Groups –small
/
groups of randomly
its model leaders. percentages
selected employees
are must.
• Individual Career asked to give qualitative
Plans (ICP) for ‘high feedback on a given• Visual Management –
calibre’ – the career issue. on going performance
progression of delivery which are
Employees identified visually displayed to
as having high teams
potential
• Individual
• Career Development- Accountability Review
Career Development
body as function of
current performance
potential
demonstrated,
preparations made to
be able to exploit
career opportunities
when they arise.
4 Strategic Integrated• ‘Vision and Values’
• ‘Open’ Calibre Agenda• “Dialogue” – style of • Shared strategic • Intrinsic Motivation – • Knowledge Management –
(Cultural) People in use – expression – The openness of communication with direction cascaded Self Generated systematically created,
Management Strategy – HR of the identifying internal employees analysed, stored and shared to
as strategic organizational talent and calibre
• Deployment of • Contribution-Related
enhance the performance of the
Partner culture
• Internal Marketing – Strategic KPIs Pay
organization.
• CArdE – a calibre internal audience values
• Aligned and cascaded• Flexible Benefits: • Learning Organisation –
agenda focused on
retention and
• Employer Branding – individual and team ‘Choice’ – Medical
capability is constantly being
employer of choice T&Ms Schemes etc

Main Author: Adhiraj Dey – PM&IR -Symbiosis Pune / Research Indian Institute of Management Ahmedabad
Co-Author – Prof. Neerpal Rathi – Indian Institute of Management Ahmedabad/ Nagpur – Department of OD & Organizational Applied Behavioural Sciences
All Copy rights reserved
 development • Strategic business • Strategic Competency enhanced, guided by the
strategic competency
• OD Tools • ICPs for all – messages – messages of Performance
Individual Career integrated business Measurement • “Supporting Personal
• Self-Managed Plans for all employees strategy Development” – with the help of
Teams supported – • Real-time
• Direct involvement Measurement System Competency development
Self Directed work Advisor- at matured level
– processes created
Groups - SDWG • Annual Calendar and desired outcome • Mentoring – experts in the
• Role Profiles • Job enrichment organization to enhance the
• Adv. Change – greater capability of mentees.
Management – the responsibility
• Enhanced PDPs – indentifying
effective • ’Quality Circles’ – groups strategic competences
management of of employees identifies
change as an on- issues and suggests • Personal Excellence Training
going process over remedy • External ‘visits’ – tie up with
the strategic long Top B Schools
term

Main Author: Adhiraj Dey – PM&IR -Symbiosis Pune / Research Indian Institute of Management Ahmedabad
Co-Author – Prof. Neerpal Rathi – Indian Institute of Management Ahmedabad/ Nagpur – Department of OD & Organizational Applied Behavioural Sciences
All Copy rights reserved