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Management Team EffectivenessEffectiveness

Brenda FlynnHR Solutions Managerg

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Introduction

> Lead out the HR Solutions team

> Our expertise p‐ HR integration process (pre and post merger)

Organisation review process‐ Organisation review process

‐ Change management programmes

‐ HR audit reviews

‐ HR compliance 

‐ Helpdesk support

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Management Team Effectivenessg

Agenda

> Right management team to deliver on the strategic g g gplan – fit for purpose

> Pro ess to be ndertaken ho ?> Process to be undertaken – how?

> Management team effectiveness

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Strategic Plang

> Agreed strategic goals

> Implementation plan – achieve objectivesp p j

> People and resources

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ill i b hi d?How will it be achieved?

Is the management structure going to deliver on strategy?

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Great things in a business are never done by one person, they are done by a team of people – Steve Jobs

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Management Structure Reviewg

O iOur experience> Wrong structure in place / lack of a management function> Too reliant on the CEO> Too reliant on the CEO> Key functions absorbed across a number of roles> The structure is not organised or focused to implement strategy –g p gy

too operational> Pressure points – time / resources

k f bili / kill i k> Lack of Capability / skills in key areas> Lack of accountability – ownership of function> Ambiguity reporting lines and authority> Ambiguity – reporting lines and authority> Lack of succession planning> No  measures– KPI’s

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Organisation Structure – High Levelg g

CEOCEO

Operations Leader

Marketing / Business 

Development L d

Risk and Compliance

Head of Lending

Head of Finance

Leader

Member Services Loan Officers Credit Control AdministrationServices

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Strategic Goalg

To achieve a 17% growth in loans issued

Head of LendingBusiness 

Development / Marketing ResourceMarketing Resource

Member Services / ff

Overall organisation 

Loan Officers structure ‐Resourced and kill d

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skilled

Management Structure Reviewg

CEO – Lead from the top> Is the role clearly defined?Is the role clearly defined?

> Job description is led by the strategic plan

> Ask the hard questions – job description v role

> Focus of energy (operational v leadership)Focus of energy (operational v leadership)

> Extraneous operational tasks

> Decision making / control

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Management Structure Reviewg

> D l t l f CEO di tl li k d t> Development goals for CEO – directly linked to objectives of strategic plan

> Defined management teamDependent on a strong unified and aligned management functionDependent on a strong, unified and aligned management function

Strengthen – support leadership and strategy Lead day to day operationsy y p Functional HeadMotivate and lead teams / individualsMake decisions Support succession planning 

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Process

Step 1 Step 2 Step 3 Step 4Step 1Existing Structure

Step 2Critical Analysis

Step 3Design new Structure

Step 4Implement the changeSt uctu e a ys s St uctu e t e c a ge

Get the expertise ‘too close to the bone’Get the expertise – too close to the boneAppetite to change / committed

Engage existing team

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Engage existing team

Management Structure Reviewg

Step 1: ‘as is’> Map out existing structureMap out existing structure

Existing roles / title

F nction Function

Layers / reporting lines

Responsibilities of each role

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Management Structure Reviewg

Step  2: Analyse 

Review against strategic planReview against strategic plan> SWOT analysis

> Challenges of the current structure

> Cross over functions> Cross over functions

> Conclude on people skills / talent

> Person / job fit

> Gaps – role and skills> Gaps  role and skills15

Management Structure Reviewg

S 3 O iStep  3: Optimum Robust Management Structureg

> What does good look like – positions, reporting lines> Define each role – job and person specification> Competencies / skills required> Align your people to the roles> Person / job fit> Key performance indicators (KPI’s)

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Transition Process

NewExisting

ChangeChange

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Management Structure Reviewg

St 4 T itiStep  4: Transition Implement the change

> Protect what works well> Enhance the management team – new hiresg> Increase operational support> Realign roles and people – person / job fit> Difficult decisions – exit strategies> Coaching / training> Retention strategies> Investment – people development> Key performance indicators (KPI’s)> Key performance indicators (KPI s)

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The Organisation Structure is not just about role and people – relationship between the two 

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Management Team Effectivenessg

S f lSuccessful managers> Know the organisation goals – strategic direction> Focused in the pursuit of the organisation objectivesobjectives

> Know their specific roleh l k h h> Concentrate on this role to make sure that the 

organisation objectives are achieved> Build and lead their team> Effective people management skillsEffective people management skills

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Management Team Effectivenessg

• Weekly management meetings• Weekly management meetings• Monthly staff meetings• Communication of the strategic plan• Update on progress of implementation

Communication• Update on progress of implementation• New developments• Information sharing / training• Inclusive• Inclusive 

• Clearly defined role descriptions – all staff • Meaningful performance management programmePerformance 

Mp g

• KPI’s – measures• Formal / informal feedback

Management

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Management Team Effectivenessg

• Understand training needs – skills gap• Training needs analysis• Balance of technical / soft skills

Training and • Balance of technical / soft skills• Coaching / personal development• Make it meaningful – value adding

Development

• Policies and procedures – integrated• Identify and manage HR related issues / concerns

HR F k • Reward and recognition

• Where does HR sitFramework

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Management Team Effectivenessg

• Goal orientated• Communicate effectively• Engage• Recognise strengths and weaknessesPeople • Recognise strengths and weaknesses• Decisive• Listen

People Management 

Skills• Collaborate• Personal / team development

Skills

• Feedback / recognition

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What are the prioritiesp

> Get the management structure right ‐ ‘fit for purpose’

> Review where you are at – ‘audit’

> Get help e pertise to deli er / dri e the pro ess> Get help – expertise to deliver / drive the process

> Focus on the effectiveness of your management team – driving operations and strategy

Stay the course – implement

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Thank You

Brenda Flynn

HR Solutions

Russell Brennan Keane

T: +353 9064 80600

E: bflynn@rbk.ie

Disclaimer

While every effort has been made to ensure the accuracy of information within this publication is correct at the time of going to print, Russell Brennan Keane do not accept any responsibility for any errors, omissions or misinformation whatsoever in this publication and shall have no liability whatsoever. The information contained in this publication is not 

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intended to be an advice on any particular matter. No reader should act on the basis of any matter contained in this publication without appropriate professional advice.