Libertybackground

Liberty background

We have grown frombeing a South Africanlife insurer to a Pan-

African financialservices company

We are a leadingfinancial servicesgroup founded in

1957

We collectively putour knowledge andinsight to work to

make a difference inour customers’ lives

We provideinvestment,

insurance andhealth offerings to

individuals andbusinesses

The facts

R611 million +2.5 millionclientsof assets under

management

1.1 millionsquare meters of

properties

±5600Permanentemployees

R480 millionInvested in support ofeducation initiatives +

projects in ourcommunities

Liberty- The advantage of knowing

Liberty background

Libertystructure

Liberty structure – how we operate

Thabo DlotiGroup Chief

Executive

Liberty structure – how we operate

LISTED ONTHE JSE ON11 DECEMBER 1968

South Africanlong-terminsurance

East Africanlong and

short terminsurance

AssetManagement

Propertyadministratio

n anddevelopment

Healthadministratio

n, servicesand medical

expense shortterm short-

terminsurance

Namibianlong-term

insurance andasset

management

Problemstatement

Problem statement

• Liberty HR was looking to better partner with their stakeholdersacross their Human Capital transactional and value-addrequirements

• As the organisation embarked on a growth strategy there wasthe realisation that the building blocks of the HR architectureneeded to be reviewed:

- for integrated and informed decision making,

- to draw greater insights into our employee base,

- to realign past processes that were people centric to be work centric

aligned to business requirements

Problem statement

As such, partnership with QBIT to assist with enhancing the people,process and technology elements that inform the 5 strategic peoplelevers of:

Work andstructure

Remuneration

$

Output Competence Culture

Driving strategy through peopleThe 5 people levers

Work andstructure

Output

Competence

Reward Culture

HR functionalarchitecture

Standard Integrated People Practices©

• People practices in business are sets of rules that articulate theneed of a business to manage people and productivity to themaximum benefit of the business within the context of whatmotivates people to do their best

• These people practices should be designed to function in anintegrative manner to

Enablemanagement

decision making

1

Enable valueadded functions

like talentmanagement and

successionplanning

2

Support andinfluence

business strategy

3

Drive a healthyengaged

workforce

4

Assist inintegrated

process delivery

5

Assist ininformationintegration

6

Standard Integrated People Practices©

Liberates

IntegratesROLE SET-UP POSITION MANAGEMENT

Talentmanagement

Succession planning,career & pipeline

management

Critical skillsmanagement

Assessmentcentres

Workforceplanning

Recruiton boarding

Performancemanagement

Learning &development

Reward &recognition

Retention &exit

management

GenericRoles

AppliedPosition

Level of work strategy

Output strategy

Competency strategy

Reward & benefits strategy

Level of work

Performance contract

Personal competency

Salary, benefits, incentives, etc.

True valueadd and HRpartnering

Life-cycle ofemployee

engagement

The core onwhich it all

depends

HR core data

HCM core data – what it looks Like

Level 5

Level 4

Level 3

Level 2

Level 1

Role families

Genericrole grid

Organisationaland cost

hierarchies

Monthly

GL

Selfserviceapproval

Resourceplanning

Positionalhierarchy

Supervisorhierarchy

The plan ofaction

The plan of action

1. Buildthe wire

frame

2. Test the wireframe against

technology(Avoid custom

build)

5. Verify roledata:

• HR businesspartner test

• HRintegrationtest.

6. Completebuild:

• Makeadjustmentsas requiredthroughtesting

7. Migrationprocess:

• Up skill HR onLibertyfunctionalarchitecture

Test/verifylevelling method

Build/alignoutput library

Build/aligncompetency

library

Confirm gradingapproach

Setup eProfile

Load alignedlibraries

Populatemodelling rules

for EP roles

Build and verifygeneric roles

3. Test/verifylevelling method

4. Test/verifylevelling method

Could choose a pilotarea to rapid buildand follow-on with

the balance

Need to look atpolicy/process

alignment

HR ChangeSupport!

Achieving HR functional and technical alignmentBuild the wireframe

• Workshop each component ofthe HR Functional Architecture

• Use the 5 tiers of differentiatingwork to ensure a logical flowbetween component design andto avoid oversight

• Document design principles foreach component

• Identify and document gapsbetween current and desiredstate and action steps required toget there

• Create a first draft HR FunctionalArchitecture (FA) Document - thisis the ultimate guideline toensure alignment

• Confirm system functionality toenable each component

• Identify alternative systemconfiguration solutions

• If system customisation isrequired – review functionaldesign

• Last resort – create custom codeto accommodate functionaldesign

• Ensure the HR FA document iskept updated with all changes

Achieving HR functional and technical alignmentTest the wireframe

Achieving HR functional and technical alignment

• Data management tool• Configure a Data Management Tool (DMT) to serve as staging area

for data

• Align configuration to the HR FA document and the subsequent SAPSRS – data field lengths, data type, data relationships and templates

• Import the necessary data from SAP and other sources, whilemaintaining data relationship links

• Edit imported data in the DMT to ensure compliance to SAPrequirements

• Use the approval and validation functionality to ensure all data forexport to SAP is aligned with SAP SRS

Achieving HR functional and technical alignment

• SAP system specification• Draft SAP Systems Requirements Specifications (SAP SRS) for

new/changed functionality

• Include data requirements, formats, relationship links

• Verify the SAP Systems Specifications against the HR FA document

Achieving HR policy and practice alignment

• Clarify the various practice areas that exists within the HR OperatingModel

• Ensure that each component in the HR FA is covered by a practice (incl.HR Business Partnership; HR Operations, HR IT, HR MIS, HR PMO)

• Ensure practice owners are assigned to each practice or a group ofrelated practices

• Referencing the HR FA, draft Roles and responsibilities for each practice,identifying hand-over points to other practices

• Using RACI, clarify and confirm all of the practices in relations to oneanother – impact, hand-over points, dependencies – to ensureintegration

Achieving HR policy and practice alignment

• Update roles and responsibilities

• Referencing the HR FA and agreed to roles and responsibilities,draft/update policies accordingly

• Review and update HR processes according to policies andreferencing the RACI chart – systems and manual

• Identify and design reports required for each practice – by thepractice owner; other practice owners; HR management; lineand business management

Key learnings

Lessons learnt: New ways of working require new ways ofthinking!

• Take the time to educate (HR and, in time, Line Managers), not aonce off activity but as you go along the journey, e.g.:

- Balancing work vs. people centric approaches- Generic Profiles vs. Job Descriptions vs. Positional Content- The alignment and confusion between level of work and Grade/Pay- Capability vs. structure- Dynamic between a Specialist vs. Leadership vs. General Staff- Links between goal alignment and the management of work and

performance- Difference between how the organisation is built vs. how finance

costs (GL)- Impact of Over vs. under engineering…flexibility in a structure

Lessons learnt

Understand the skillset requirements andresourcecommitments toaction the projectand maintainafterwards

Lessons learnt

Be patient- “Romewasn’t built in a day”but know when tostart planning for thenext phase andmanage expectationsand costs accordinglye.g. alignment ofassessmentcompetency librariesand integratedreports

Lessons learnt

Manage keystakeholderexpectations andmeet the business‘where they areat’ when sellingthe solution

Lessons learnt

Partner withexperts who cantravel the journeywith you and thatalign to yourculture

Bringing it alltogether

The future is bright- talent managementenabled

Short termperformancecontracting &progressiondiscussion

Developmentalinterventions

Long term careeropportunities

and aspirations

Career anddevelopmentcontracting

Continuousassessment

6 3 1

8 5 2

9 7 4

Long termperformance

Com

pete

nce

fit

Critical role succession planRolename

Immediatesuccessor

Successors 1-2years

Successors 3-5 year

Comment/Action

XXXX Candidates

Candidates

Candidates

….

…. …. …. ….. ….Fam1

DCBA

Fam2

NMLK

Fam3

ZYXV

Criticalmanagement

roles

Criticalspecialised

roles

Identified new & currentjobs regarded as critical

Fam1

DCBA

Fam2

NMLK

Fam3

ZYXV

Questions?