:: CoCoon Consulting ::

HR, LEADERSHIP & ORGANIZATIONAL DIAGNOSTIC
Definition & Salary Band Creation

Client: Large Indian Microfinance Organization across 12 states with over 200 Branches, focusing on micro credit for women in urban and semi-urban areas

Context: The Organization was in their third year of operations with successful business expansion over the last year. They had also met several operational and financial milestones in the same period. Targets for the next year were fairly aggressive and challenging, with a need to establish a strong presence in the MFI sector and across urban and semi urban customer bases.

The Assignment: A key organizational objective for them therefore was to build people and HR process capability to support geographical expansion through the current and next year. We partnered with them to conduct an HR and Leadership and Organizational Diagnostic and then leveraged the results of these to propose key priorities for action. As a follow through to the Diagnostics, we also designed their organizational structure, facilitated the annual planning process and created salary bands for the organization.

Our Approach: We approached this assignment in a phased manner: Phase 1: An HR Diagnostic

Through structured interviews, observation and assessment and analysis of secondary data, we gathered data on the following areas:

1.Organization constitution	5.Compensation and benefits
2.Staffing	6.HR Administration
3.Performance management	7.Talent management
4.Training and Development

Under each of these areas we presented the observations and analysis under the heads of

1) Current status, 2) Needs and growth enablers 3) Risks and 4) Key focus areas

Phase 2: Leadership and Organizational diagnostic

We conducted detailed, structured interviews with heads of all functions across the Branches of the organization to gather data on the following:

Highlights of the previous year, areas where employees felt pride and saw successes – for the organization as well as each function
Strengths and improvement areas for the organization as a whole and each for each function

Data gathered here was presented in terms of strengths and focus areas for the next years in terms of:
Organization, Customers, People and Processes.

A key outcome of this diagnostic was to marry the findings of the Phase 1 and Phase 2 Diagnostic studies and key focus areas to cull out Action Items for attention and implementation.

Phase 3: Recommendations and Implementation

Key recommendations from this study were under the following heads:

Organization structure – with pointers towards current and future geographical expansion, span of control and scalability of operations
Improved process efficiency across key processes
Augmentation and clarity of roles – leadership and management teams

As a follow through on these recommendations we worked closely with the leadership teams of the different Branches through Working Sessions for:

An Annual planning and cascade workshop
Functional goal setting exercise including drawing up SLA’s across interdependent functions
Role and job description exercise; crafting accountabilities in line with business priorities for the next few years
We also worked with the HR Head and representatives across the 3 Branches to create salary bands for the Organization.