WIXLIB

Human CapitalBusiness led.People driven.Advisory ServicesFebruary 2016

ContentsGoing to market3Human Capital Advisory Services4Organizational Development5People Development21HR Department Development31 2016 Deloitte Serbia2

Going to marketFunctionsIndustriesConsultingHuman Capital Advisory Services, FinanceTransformation, Technology Integration,Strategy & Operations, Actuarial & InsuranceConsumer Business& TransportationAudit & AdvisoryStatutory & International Audit, FinancialStatement Transformation, Financial ReportingEnergy & ResourcesEnterprise Risk ServicesInternal Audit, Controls Assurance,Forensics, Capital Markets, RiskTechnology, Risk Accounting& Assurance, Anti-money launderingFinancial ServicesGlobal StrategicClientsLife Sciences & Health CareStrategic ClientsManufacturingLocal Key ClientsPublic SectorTax & LegalCorporate Tax Services, Indirect TaxServices, Global Employer Services,Transfer Pricing, Payroll Services,Grants & Incentives, EU AdvisoryServices, Legal ServicesFinancial AdvisoryReal EstateTechnology, Media& TelecommunicationsMergers & Acquisitions, CFA, ValuationServices, Due Diligence, Strategy &Operations, Public Private Partnership,Business Modeling 2016 Deloitte Serbia3

Human Capital Advisory ServicesHuman CapitalOrganizational DevelopmentPeople DevelopmentHR Department DevelopmentStrategic ChangeTalent Identification and DevelopmentHR Department SupportOrganizational DesignManagement Development ProgramsOrganizational CultureCompetence ManagementLeadership DevelopmentDeloitte ClassroomEmployee EngagementSuccession ManagementPerformance Management 2016 Deloitte Serbia4

OrganizationalDevelopment 2016 Deloitte Serbia5

“Organizations that create a culture definedby meaningful work, deep employeeengagement, job and organizational fit, anda strong leadership are outperforming theirpeers and will likely beat their competitionin attracting top talent.*”* Global Human Capital Trends 2015, Deloitte University Press 2016 Deloitte Serbia6

Organizational DevelopmentStrategic Change (1/2)1Strategic change is a change management process that aligns company organization, businessprocesses, culture, and communication with new strategic direction of the Company.234WHENOURSOLUTIONS567HR due diligenceYou need to put in practice new strategy8Culture assessment9Change plan definition (human capitalpart)You undergo M&A or restructuring10Communications and execution ofchange plan11Change implementation support 2016 Deloitte Serbia127

Organizational DevelopmentStrategic Change (2/2)1HOW DO WE DO IT?23456.78Conduct Assessment & AnalysisEstablish Clarityof lan & Design Change SolutionsImplementStrategic ChangeSolutionsArchitect LeadershipAlignment ApproachDesign Data-drivenStrategic ChangeSolutionsConduct DataAnalysisCollect DataExecute Change SolutionsPlan StrategicChange Solutions91011Manage, Monitor &Sustain StrategicChange Solutions12 2016 Deloitte Serbia

Organizational DevelopmentOrganizational Design (1/2)1Organization design or re-design is analytically led process is order toimprove business result, number of clients and employee engagement.234WHENOURSOLUTIONS567You are preparing for restructuring or M&ACurrent situation assessment8Critical points definition9You want to align organization withnew business strategyNew organizational structure10Define roles and responsibilities11You want to improveperformance, communication anddecision making process. 2016 Deloitte SerbiaJob descriptionsProcess mapping129

Organizational DevelopmentOrganizational Design (2/2)1HOW DO WE DO IT?2345Deciding if organization design (OD) is partof the solution and, if so, how we will unlockvalue and manage the effort.67Designing a precise and fit-for-purposesolution using a measured approach.8Delivering the intended benefits of theredesign through targeted implementationactivities91011Creating and implementing a new design can be a significant organizational accelerator in complex businessenvironments. Asking the right questions at each phase—and acting on the response—can save time and effort.And it’s the only way to link the effort you’re expending with the results you want. 2016 Deloitte Serbia1210

Organizational DevelopmentOrganizational Culture (1/2)1Assessment of the current organization culture and recommendation of thefuture culture model that will enable the Company to achieve its strategic goals.234WHENOURSOLUTIONS567Your best people are leaving.8Culture assessment reportYou are ready to take a new businessdirection. What culture will best support you?9Culture change roadmap10Culture change projects implementationsupport11You plan M&A and you need to knowwhat you are buying. 2016 Deloitte Serbia1211

Organizational DevelopmentOrganizational Culture (2/2)1HOW DO WE DO IT?2The culture change methodology follows four phases of work to assess and transform culture.3Phase onePhase twoAssessing CulturePhase three4Phase four5Transforming Culture678Identify the businessimperative and confirmculture visionDefine current stateand analyze data togenerate insightsBuild a plan to driveculture changeExecute culture planand make it stick910 Understand thebusiness strategy andstrategic priorities Define the desiredfuture state culture 2016 Deloitte Serbia Execute cultureassessment Review key findingsfrom culture assessment GAP analyses Develop culture changeplan and roadmap toalign on critical actions Execute culture changeplan Measure and monitoroutcomes111212

Organizational DevelopmentLeadership Development (1/2)1Recognizing, supporting and shaping exceptional managers to enablethem to lead by example in achieving Company strategic goals.234WHENOURSOLUTIONS5678It is time for strategic change orchange of cultureLeadership Impact assessment9Individual development plan10Best in market development opportunities1112 2016 Deloitte Serbia13

Organizational DevelopmentLeadership Development (2/2)1HOW DO WE DO IT?23ASSESSMENTPHASE Self evaluation4FEEDBACKPHASE125 One to one meeting with6 360 feedback of subordinates,consultant7 Feedback on leadershippeers and superiorimpact, effectiveness and3strategies89DEVELOPMENT PLAN10 One to one meeting with consultant11 Personal development plan Wide range of development opportunities12 2016 Deloitte Serbia14

Organizational DevelopmentEmployee Engagement (1/2)1Getting to understand what your employees think of their roles and responsibilitiesand giving them answers to what – they should be doing, why – they should bedoing it and how they - should be doing it so that strategic goals are achieved.234WHENOURSOLUTIONS567Your people and teams lack motivation8As One engagement survey9You lack cross functional andcross level communicationAs One engagement report10Set of high level interventions11Implementation roadmapYou struggle with talent retention12 2016 Deloitte Serbia15

Organizational DevelopmentEmployee Engagement (2/2)12STEP 2ENGAGEMENT TOOL3Adaptation and use4STEP 1GOAL SETTING5Leadership workshop67STEP 4ACTIONS89Set of high level interventionsImplementation roadmap.10STEP 3ENGAGEMENT REPORT11Analyses and feedback12 2016 Deloitte Serbia16

Organizational DevelopmentSuccession Management (1/2)1Succession management is a process of identifying and developing peoplewith the potential to fill key business leadership positions in the company.234WHENOURSOLUTIONS5678Your focus is sustainabilityof your business.Key positions schemes at all levels9Identification of successors10Development plans in place1112 2016 Deloitte Serbia17

Organizational DevelopmentSuccession Management (2/2)1HOW DO WE DO IT?234Definition ofbussinessimperativeIdentificationof GovernanceagreementWorkshops withrelevant partiesKey nceManagement inplaceAssigning thesuccessors tokey positionSuccessor'sdevelopment plandefinition8Talent reviewprocess9101112 2016 Deloitte Serbia18

Organizational DevelopmentPerformance Management (1/2)1Performance Management is a strategic and integrated process of setting,aligning, calibrating, and evaluating organizational and individualperformance against business priorities and individual professional goals.234WHENOURSOLUTIONS567You want to develop orintroduce new PM system and to alignit with the business strategy.You want to introduce incentive butnot sure what to evaluate and monitor.8PM development in line with thecompany's strategy9PM process implementation roadmapand training1011PM implementation supportYou have PM in your company butit is not showing results. 2016 Deloitte Serbia1219

Organizational DevelopmentPerformance Management (2/2)1HOW DO WE DO IT?2 understanding company strategy and making sure it is understood by all employees(Plan phase), aligning companies goals with the desired performance of the employees andbusiness units (Development phase) and pilot performance management period (Review phase).3456PlanDevelopReview7Annual performance evaluationTechnical skillsInventory8Progress togoals andmetricsSMARTgoals10Behavioural skillsObservationKeystrengths andachievementsLeadership ns1112Performance evaluation guide 2016 Deloitte Serbia20

PeopleDevelopment 2016 Deloitte Serbia21

“Organizations with a strong learningculture are 92 percent more likely todevelop novel products and processes, 52percent more productive, 56 percent morelikely to be the first to market with theirproducts and services, and 17 percentmore profitable than their peers.*”* Becoming Irresistible, Deloitte Review, issue 16, 2015 2016 Deloitte Serbia22

People DevelopmentTalent Management (1/2)1Talent Management is a process of identifying, approaching andrecognizing your top talents before your competition does it for you.234WHENOURSOLUTIONS567You want to retain your top talentand key performers.You need an individual approachto each talent.Your focus is on sustainabilityof your business. 2016 Deloitte SerbiaDefined strategic talent priorities8Defined talent identification process9Instruction for the first Talent ReviewMeeting1011Talent development programs definition1223

People DevelopmentTalent Management (2/2)1HOW DO WE DO IT?234567ANALYSEAND DESIGNUnderstand the talentcapabilities needed toexecute the futurebusiness strategy.Who is Talent for us?IDENTIFYDEVELOP8Organize Talent ReviewMeetings and identify toptalents across theorganization.Define developmentopportunities for toptalents.9How do we communicatethis information?10How do we develop andretain them?11How do we selectthem? 2016 Deloitte Serbia1224

People DevelopmentManagement Development (1/2)1Recognizing, supporting and shaping exceptional managers to enablethem to lead by example in achieving Company strategic goals.234WHENOURSOLUTIONS567Your managers need to improve theirmanagement skills and effectiveness.8Management impact and skillsassessment910Individual development planYou want to prepare your managerfor career advancement.11Development opportunities proposal12 2016 Deloitte Serbia25

People DevelopmentManagement Development (2/2)1HOW DO WE DO IT?23ASSESSMENTPHASE Self evaluation4FEEDBACKPHASE125 One to one meeting with6 360 feedback of subordinates,consultant7 Feedback on managementpeers and superiorimpact, effectiveness and3strategies89DEVELOPMENT PLAN10 One to one meeting with consultant11 Personal development plan Development opportunities12(training, coaching, MBA etc.) 2016 Deloitte Serbia26

People DevelopmentCompetence Management (1/2)1Competencies are a set of observable and measurable behaviors comprised of knowledge,skills, and abilities that are indicative of performance for a particular role and aligned withkey business objectives and values that help foster an organization’s success.234WHENOURSOLUTIONS567Your want to define new competencemodel for your organization.8Definition of competences needed fordifferent positionsYou want to redefine current competencemodel you have in your company.9Competence model10Assessment of competences for currentemployees11You want to asses competences ofa manager or employee. 2016 Deloitte Serbia1227