Designing Organizational Development process management platforms with a user-centric approach
We had the opportunity and privilege to work alongside a software house dedicated to a specific sector, to help it define how to evolve the features of its management platform with respect to the Modules dedicated to HR processes of Organizational Development (performance management, training, skills mapping and analysis, strategic workforce planning), adopting an approach that puts the user, his experience and needs at the center, starting from the initial phase of listening and defining requirements.
HR Operational Excellence: best practices for operational excellence in HR
As seen in the context of a case study we recently described, HR Operational Excellence in human resources is a strategic approach that aims to improve HR processes and ensure that they operate as efficiently and effectively as possible.
Retail Excellence from an organizational perspective: a skills-based approach
What is retail excellence Retail Excellence is a concept that refers to excellence in the management and execution of retail activities. In practice, it means achieving the highest operational and customer experience standards in a store or chain of stores. But how to build an operating model that can bring companies to this milestone? Let’s look together at the path that led us to structure, for a client in the fashion industry, an organizational model that is efficient, flexible and able to support the professional development of key resources in the organization. Challenges to achieve high standards of retail excellence In more detail, the challenges that were to be answered were aimed at achieving: A flexible model that can adapt to the evolution of the network in terms of size (number of stores) and type of store (flagship store, outlet store, mall store, downtown store) A model that can enhance and enable the professional growth of key resources (career path for retail resources) A cost-effective and headcount-efficient model. The stages of the project The project approach involved the Retail Operations, Organizational Development and HR Business Partner functions working together. Two phases were conducted, a Co-design phase of the organizational model, and a subsequent Skill Gap Analysis and People Match phase. As part of the co-design sessions of the organizational model, the following were defined: The “task-based” and consequently “skill-based” organizational model (which we will explain in a moment) and the consequent association of existing stores with the proposed types of organizational model by Store type The coordination mechanism with back-end processes (commercial planning, logistics and procurement, returns management, …) The skill assessment & career development model for retail resources. Next, in the Skill Gap Analysis and People Match phase were: Map the skills held by people Verified skill gap between