Transcript No Slide Title

Job
Mapping
Methodology No. M13
August, 2000
Job Mapping:
Objective:
• To determine how to set decision criteria to design, organize
and populate the interim… and subsequently the end-state
organizational model.
• To determine the best talent fit for the organization architecture
designed in the organizational redesign methodology.
• To determine, assign and place people in appropriate new jobs
as soon as possible following an acquisition to reduce the
disruption of major workplace change.
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Job Mapping:
Approach:
Function
Individual
Reporting Level
1, 2, 3, 4, 5...
Span of Control
Group or Team
Definition:
Job Mapping:
• The placement of
employees into the jobs
that best serve them and
the objectives of the
unified business.
• The rationalization of the
best organization model
with the right talent in such
a way as to balance the
needs of the individual
with the demands of the
business both in the
interim and for the long
term.
CEO
1
2
3
4
5
6
7
3
Key Process Steps to Mapping
People with the Right Jobs
Pres & CEO
Wright
Sicottei
Ukeki
Talent-at-Risk
Asowalloby
Wong
Neweth
Elkins
Tiffany
O’Connor
Murphy
Van
McGrath
Rubash: EVP CEO
McGrath
Critical Position
Roberson
Hays VP CC
Tangredi VP CD
Thatcher: Pres
Lee
Gaskell
Giggbana
Serbinis C Scrty
Gentuso
Chrapko
Cooper
Hamilton
Perrin
Hegener
Roberson
1. Map the redesigned
organization architecture
2. Identify critical leadership,
management “skilled expert”
positions
3. Determine key talent-at-risk
and review their current job
descriptions and performance
histories
4. Evaluate key talent-at-risk job
and career expectations
5. Map appropriate riders and
horses
Hickey
The key process steps in
making decisions when
placing employees into new
positions:
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1. Map the Redesigned Organization
Architecture
From the Interim-State Concept-of-Organization, reference the
current organization architectures to determine what positions
will stay, change are created and are filled or open.
Diana Whitehead
VP Operations
& Customer Service
CEO
Roger Manson
Director
Product Support
San Francisco
Stephanie Dunlea
Director
Infrastructure Services
Leslie Banta
Purchasing Manager
Karen Alonardo
Director
Operations Messaging Services
Bob Macauley
Director
Customer Service
FAX & SFS
Jaywant Singh Rao
Director
Technical Account Services
Dara Mullen
Director Product Support
Dublin
Olivia Herriford
Director
Implementation
John Nitti
Director
Channel Sales Operations
Michael Rogers
Director
Customer Support
Messaging Services
Ann Marie Urbanski
Manager Customer
Services
Craig Wallace
Director Operations
NNTP
Ron Hunter
Director - Operations
Fax & SFS
Renee Robinson
Manager
Capacity Planning &
Asset Management
CFO
• Create office
of the CFO
Sales
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Delphi
Bobbie Valladon
Executive Assistant,
Facilities
Paul Gigg
EVP & COO
Keith Cooper
President
IP Fax Services
• Build, buy, or
outsource bestpractice IT
Infrastructure
Ethan Bing
Strategic Business
Analyst
Evan Chrapko
President
Secure File Services
Fin & Acctg
IT
Dave Thatcher
President
Mike Serbinis
Chief Security
Officer
Target
• Fill resource
and capabilities
gaps as needed
HR
R&D
• Preserve
Delphi HR
• Create
International
HR capability
Legal
• Fill resource
and
capabilities
gaps as
needed
Bill Lee
CTO
EIS
Operations
• Integrate Delphi
and Target R&D
and remove
from office of
CTO
• Integrate Delphi
and Target
operations
• Create
matrixed
shared services
model
Americas
Europe
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional ops
centers
• Rationalize
facilities and
assets
• Define roles
and
responsibilities
for regional ops
centers
Marketing
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Asia
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional
operations
centers
Interim-State Concept-of-Organization
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2. Identify Critical Leadership, Mgmt
“Skilled Expert” Positions
• First, determine who
Delphi intends to stay,
transition (following the
Interim) and leave the
business.
• Second, Identify the
“Talent-at-Risk”, work with
Delphi executive and staff
leaders to identify highvalue managers and
“Skilled Experts” who will
play important roles during
the Interim-State and the
End-State organization.
• Third, Determine positions
that need to be filled and
develop high-level job
descriptions.
Interim-State
Organization
CEO
CFO
• Create office
of the CFO
Sales
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
IT
• Build, buy, or
outsource bestpractice IT
Infrastructure
Fin & Acctg
• Fill resource
and capabilities
gaps as needed
HR
R&D
• Preserve
Delphi HR
• Create
International
HR capability
Legal
• Fill resource
and
capabilities
gaps as
needed
EIS
Operations
• Integrate Delphi
and Target R&D
and remove
from office of
CTO
• Integrate Delphi
and Target
operations
Americas
Europe
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional ops
centers
• Rationalize
facilities and
assets
• Define roles
and
responsibilities
for regional ops
centers
• Create
matrixed
shared services
model
Marketing
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Asia
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional
operations
centers
6
3. Review Key Talent-at-Risk,
Target
Dave Thatcher
President
CEO
Bobbie Valladon
Executive Assistant,
Facilities
Ethan Bing
Strategic Business
Analyst
CFO
Paul Gigg
EVP & COO
Keith Cooper
President
IP Fax Services
Evan Chrapko
President
Secure File Services
Mike Serbinis
Chief Security
Officer
Bill Lee
CTO
• Create office
of the CFO
Sales
Review the current job
descriptions for the target’s
talent-at-risk as well as their
individual performance
reviews and job histories to
determine their potential fit in
the Interim and End-State
organization.
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
IT
• Build, buy, or
outsource bestpractice IT
Infrastructure
Fin & Acctg
• Fill resource
and capabilities
gaps as needed
HR
R&D
• Preserve
Delphi HR
• Create
International
HR capability
Legal
• Fill resource
and
capabilities
gaps as
needed
EIS
Operations
• Integrate Delphi
and Target R&D
and remove
from office of
CTO
• Integrate Delphi
and Target
operations
Americas
Europe
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional ops
centers
• Rationalize
facilities and
assets
• Define roles
and
responsibilities
for regional ops
centers
• Create
matrixed
shared services
model
Marketing
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Asia
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional
operations
centers
7
4. Evaluate Key Talent-at-Risk Job
and Career Expectations
Target
Dave Thatcher
President
CEO
Bobbie Valladon
Executive Assistant,
Facilities
Ethan Bing
Strategic Business
Analyst
CFO
Paul Gigg
EVP & COO
Keith Cooper
President
IP Fax Services
Evan Chrapko
President
Secure File Services
Mike Serbinis
Chief Security
Officer
Bill Lee
CTO
• Create office
of the CFO
Sales
• With the the talent-at-risk
identified, evaluated and
generally slotted for a
position in the new
organization, an informal
interview should be
scheduled to surface his.her
wants, needs and
expectations.
• Be sure to consider
emotional and political
concerns he/she may have
as well as job related
expectations. The interview
also serves the purpose of
letting the individual know
Delphi cares about him/her
.
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
IT
• Build, buy, or
outsource bestpractice IT
Infrastructure
Fin & Acctg
• Fill resource
and capabilities
gaps as needed
HR
R&D
• Preserve
Delphi HR
• Create
International
HR capability
Legal
• Fill resource
and
capabilities
gaps as
needed
EIS
Operations
• Integrate Delphi
and Target R&D
and remove
from office of
CTO
• Integrate Delphi
and Target
operations
Americas
Europe
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional ops
centers
• Rationalize
facilities and
assets
• Define roles
and
responsibilities
for regional ops
centers
• Create
matrixed
shared services
model
Marketing
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Asia
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional
operations
centers
8
5. Map Appropriate “Riders and
Horses”
Target
Dave Thatcher
President
CEO
Bobbie Valladon
Executive Assistant,
Facilities
Ethan Bing
Strategic Business
Analyst
CFO
Paul Gigg
EVP & COO
Keith Cooper
President
IP Fax Services
Evan Chrapko
President
Secure File Services
Mike Serbinis
Chief Security
Officer
Bill Lee
CTO
• Create office
of the CFO
Sales
• Finalize from
Interim model
Diana Whitehead
VP Operations
& Customer Service
Roger Manson
Director
Product Support
San Francisco
Stephanie Dunlea
Director
Infrastructure Services
Leslie Banta
Purchasing Manager
Karen Alonardo
Director
Operations Messaging Services
Bob Macauley
Director
Customer Service
FAX & SFS
Jaywant Singh Rao
Director
Technical Account Services
Dara Mullen
Director Product Support
Dublin
Olivia Herriford
Director
Implementation
John Nitti
Director
Channel Sales Operations
Michael Rogers
Director
Customer Support
Messaging Services
Ann Marie Urbanski
Manager Customer
Services
Craig Wallace
Director Operations
NNTP
Ron Hunter
Director - Operations
Fax & SFS
Renee Robinson
Manager
Capacity Planning &
Asset Management
• Fill resource
and capability
gaps as
needed
IT
Delphi
After considering the talentat-risk’s earlier work
performance, core skills, job
history, and expectations…
map the right individuals to
the right positions.
• Build, buy, or
outsource bestpractice IT
Infrastructure
Fin & Acctg
• Fill resource
and capabilities
gaps as needed
HR
R&D
• Preserve
Delphi HR
• Create
International
HR capability
Legal
• Fill resource
and
capabilities
gaps as
needed
EIS
Operations
• Integrate Delphi
and Target R&D
and remove
from office of
CTO
• Integrate Delphi
and Target
operations
Americas
Europe
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional ops
centers
• Rationalize
facilities and
assets
• Define roles
and
responsibilities
for regional ops
centers
• Create
matrixed
shared services
model
Marketing
• Finalize from
Interim model
• Fill resource
and capability
gaps as
needed
Asia
• Rationalize
facilities and
assets
• Define roles and
responsibilities
for regional
operations
centers
Most important: be sure to initiate a follow-up mechanism to check
back with the talent-at-risk to see if their expectations are being met
9