PEOPLE VALUE MAXIMIZATION

Translated from the bespoke nature of a business, its customers and macro-, micro- and organizational landscape, GC Organizational Design serves the purposes of reimagining the fundamentals of the organization, rethinking its operating model and reorganizing talent to respond effectively to the ever-changing market dynamics. Leveraging GC Enterprise Engineering and Business Transformation practice, we translate the Enterprise Architecture, Target Operating Model (TOM) and Value Chain Processes to define the people efficiency principles, requirements and measurements to reflect the Organizational Structure Design, Role Profile and Competency Frameworks, Headcount prototyping, Workforce Deployment Frameworks and Service Models for optimal people performance. 

Aligned to the core value generating elements and the growth objectives of a business, GC Strategic Workforce planning leverages GC Alpha Intelligence and GC People Intelligence capabilities to assess global markets and global economic intelligence data to identify future core capabilities required for business resilience and leverage current workforce insights and people analytics to identify the Enterprise future skills gaps. Based on these insights, bespoke learning interventions are developed to address the future skills gap and ensure the right talent is in place for future business continuity, growth and relevance. Mapping talent to value based on future state Organizational structures and Target Operating Model designs, we incorporate end-to-end workforce transitioning journeys, leveraging GC Strategic Change Management capability to facilitate rapid workforce transformation to realize the Enterprise future state ambitions.   

As a core driver of the People Strategy and aligned to the Strategic Workforce planning and Organizational design requirements to deliver value, GC Capability Development focusses on defining the functional capability architecture required for Value Chain optimization and the people requirements to establish high-performance cultures. To ensure functional capability can optimally deliver to the quality standards aligned to EPO, we set out to establish Communities of Practice (COP) and define the capability standards and frameworks, value drivers, business expectations, functional interoperability, technology requirements, people skills-, knowledge- and competency proficiencies, as well as key performance metrics for each respective capability of functional value chains for maximum value realization. Leveraging our GC Business Transformation and People Effectiveness practices, we cluster the capabilities aligned to the sequence of effort that will achieve the most significant compound effect to deliver value across the functional value chains. In order to ensure that the COPs within functional capability have the right, skills, behaviours, knowledge and mindsets to operate in a high-performance community, we make use of our GC Learning and Leadership development capability, to close the future skills gap and accelerate the reskilling and upskilling of talent, linking talent to value for maximum delivery performance. 

With HC enabling organizational agility and fluidity through its Organizational Design capabilities, there is a need for HC to lead by example in terms of its own cross-functional ways of working and eco-system capability immersion. GC HC Target Operating Model (HC TOM) focusses on embedding the operational mechanics and performance infrastructure, alongside the required HC ways of working and value chain workflows to ensure excellence along the HC value chain. Leveraging GC Business Transformation and Organizational design capability, core capabilities of the HC value chain are established, and the interoperability and sequence of effort required for optimization of processes are defined for fast, efficient and effective outputs. Embedding the principles of flexibility and adaptability to accommodate for organic growth, our HC TOM design approach allows for cross-functional teams with diverse skillsets to work together in an agile environment, leveraging data and analytics to drive functional performance, while introducing automation and technology to drive continuous functional performance improvement. With a key focus on continuous learning and improvement, and to ensure HC Capability accelerates into new ways of working that, we leverage our GC People Effectiveness practice and Strategic Change management capability, the develop learning journeys focussed on developing the skills and behaviour required for successful HC TOM operationalization, as well as develop the HC Business Partnership mindsets for HC impact translation and value demonstration as People Custodians.  

With Employee Experience at the core, GC People Platform focusses on the bespoke design, development and implementation of People Eco-systems that span across the Employee Journey, bringing multiple players in the ecosystem together to enable new sources of value and employee experience. Leveraging our GC Digital practice and Platform Engineering capability, GC People Platform creates Virtual Communities, transforming organizational structures from a traditional hierarchy to platform business model architypes that enable talent visibility, incentivization for platform behaviour and social learning through platform engagement. Through our platform engagement insight driven approach, we to enable HC to gather, analyse, and action real-time employee data from learning, talent acquisition, performance management and workforce productivity platform engagement for rapid talent-driven transformation. 

Translated from HC TOM, GC People Tech makes use of GC Digital Eco-system Architecture to align HC and Enterprise IT strategies, empowering HC to fully leverage platform business strategies to scale digital solutions throughout the digital ecosystem. By introducing principles of agility in HC technology capability application, we enable organizations to respond quickly to changing market conditions and emerging opportunities. Leveraging GC Technology Integration capability, we seek to optimize the use of technology along the HC value chain in a way that ensures capability interoperability, simplifying the complexities associated with multiple system integrations. Considering that the introduction of new fit-for-purpose HC technologies may have a significant impact on the HC function and broader eco-system, we make use of GC Digital Transformation to partner with HC leadership to define the Digital Transformation vision, identifying major value-creation opportunities that the Digital transformation efforts will bring about and the transformation effort required to create long-term value for stakeholders and achieve sustainable success. Through our hands-on approach, we instil confidence in the transformation vision by developing end-to-end Digital transformation roadmaps and provide SME change management capability in the implementation to capture the maximum value opportunities. By implementing GC Financial Engineering practices through GC People ROI and value discovery methodologies, we translate the value contribution of the HC Tech investment into tangible ROI, as experienced through the efficiency and effectiveness value realization enabled by the HC Tech integration within the HC Value Chain. 

To realize maximum value from people requires a significant understanding and continuous optimization of the experience employees have when interacting with the organization. With the aim to empower employees to reach their optimal potential throughout their career journey, GC Employee Journey engineering leverages GC People Intelligence capability for data-driven experience insights and people analytics to understand the employee experience at each step and touchpoint along the Employee Journey. Through this deeper understanding of the employee experience, we develop Employee Journey architecture that enables organizations to prioritize resource utilization more effectively and efficiently, clarify role expectations more accurately and map career progression for maximum value realization. By identifying crucial moments along the Employee Journey and mapping the various steps along the career path to the different emotional states and career growth ambitions, our GC Employee Journey engineering approach enables HC to deepen the Employee Lifetime Value (ELV) for maximum people value realization. 

As an integral part of the People Experience strategy, GC Talent Acquisition Strategy partners with HC leadership to ensure Enterprise recruitment processes are efficient, and talent engagement approaches attract highest quality candidates that result in lower talent turn-around, maximum ELV and highest ROTI. To ensure employee value proportions (EVP) are communicated to the market in a way that sets the Enterprise apart from its competitors, we leverage GC People Intelligence capability to define potential applicant demographics and GC Marketing Intelligence capability to determine the engagement characteristics and level of contact required to effectively reach the target audience. Building on the People and Marketing Intelligence insights, GC Communication engineering capability is leveraged to identify the optimal medium for engagement and construct bespoke job posting messaging that effectively communicates Brand Strength, Workplace Culture and Employee Journey Benefits for optimal talent attraction. In order to build a pool of elite talent and highly skilled individuals who can propel the organization into the future, we make use of proprietary GC predictive people performance analytics tools to determine the employee path to productivity and the rate of ROTI, linking employee predictive performance analytics data to Employee Journey Engineering and People Performance maximization levers. In order to ensure optimization of the recruitment processes, GC Business Transformation and GC Process Engineering capability are used to embed the operational mechanics and performance infrastructure, alongside the required ways of working and recruitment process workflows to ensure excellence along the recruitment value chain, enhancing efficiency, reducing recruitment costs and reducing opportunity cost associated with loss of talent.  

At GC we understand that what distinguishes a high-performing organization that achieves greater total return for shareholders (TSR) is an embedded culture of value creation, driven by a shared foundation of the Enterprise’s purpose and value agenda that manifest in the way things are done and how they are done. To instil a culture of continuous value creation, GC Culture Strategy takes on a people-centred approach towards culture transformation, with employee experience at the heart, driving people-centred outcomes linked to business value and continuous improvement. Leveraging our GC People Intelligence capability and proprietary culture diagnostics tools, we conduct robust culture assessments to get a baseline understanding of the overall organizational health and the elements that define the current culture as experienced through employee behaviours and mindsets. Based on the organizational health and people insights, and aligned to the Enterprise Strategy, we engineer bespoke culture initiatives linked to business objectives, with embedded frameworks, reinforcement methodologies and change interventions that allow for deep behaviour transformation through augmented employee experience. Our culture transformation programmes are underpinned by a robust case for change linked to EVC and measurable business outcomes, accompanied by a compelling change narrative, leadership role modelling and behaviour change strategies to reinforce sustainable change.  

With the growing trend of organizations globally recognizing the importance of Diversity, Equity and Inclusion (DEI), many organizations are endorsing equal access to opportunities throughout the Employee Journey and finding ways to increase workplace inclusivity to ensure employees of different backgrounds are embraced and empowered to make meaningful contributions to the Enterprise growth ambitions. Through GC DEI, we partner with executive leadership teams to develop bespoke DEI strategies and programmes to embed organizational change in way that protects Shareholder Value and provides opportunities for Enterprise Value-Based Growth (EVBG). Leveraging our GC People Intelligence capability, we conduct robust analysis to identify the core challenges and root causes from the perspective of those most affected and develop DEI maturity roadmaps to guide the change efforts required. To ensure sustaining the DEI changes to business-as-usual structures, processes, and systems, we empower leadership teams with the programme architecture to ensure DEI initiatives have the right resources, budget, expertise, and timelines allocated, as well as business prioritization methodologies and ROI measures for successful implementation. To ensure organizational wide transformation and adoption, we design bespoke learning interventions to equip employees with the knowledge and skills to support the desired change, as well as change mechanisms to encourage contributions and measure DEI programme effectiveness and impact. 

The GC People Delta Team forms part of a highly specialized team in GC that is specifically tasked to carry out high-stakes EPO projects that require a high level of expertise and precision. Applying advanced Engineering, Mathematics, Statistics, Data and Analytics, Business Management, Information Technology and Social Sciences, the Delta team is tasked with designing, improving, repairing and optimizing complex people, systems, processes, and service/product challenges for the purposes of EPO. Mentally tough, adaptable and extremely resilient, the GC People Delta Team comprises of a mix of diverse skillsets working independently as People capability specialist squads, to achieve specific performance goals or business objectives of the Enterprise. Deployed in the event of rapid declining Enterprise Performance, business crises or complex operational challenges, the team acts as an exclusive execution arm of HC executive leadership to rapidly intervene and develop comprehensive plans to address the root cause challenges of declining organizational performance. Tasked with the implementation of GC EVBM approaches, the team takes on systematic and holistic approaches to align Enterprise operations with the strategic objectives of EVC, embedding sustainable operational mechanics for optimal enterprise performance, efficient and effective execution of strategy, and creating sustainable long-term value for shareholders. 

GC People Turn-around strategy is a critical turn around intervention that is deployed in the event that immediate proactivity action is required to reverse an organizations’ declining performance due to people capability, capacity, culture, TOM failure or performance constraints that has a catastrophic impact on the organizations ability to create economic surplus value. Leveraging GC People Intelligence Capability, robust diagnostic discovery interventions are implemented to identify the root causes of the performance challenges. Based on these insights, the GC People Delta team develops comprehensive turn around interventions to address the business, people and operational challenges in a way that results in optimal Enterprise Performance and maximum value creation for the Enterprise.