Robert Mosley was awarded the “Global HR Leadership Award” in 2017 by the World HR Congress to recognize his iconic contribution to the global C&B community over the past decade. He is truely one of the leading HR trainers in the world today, and is in the “Global Guru #500 List”.
Robert is widely recognised in many industries and many countries as one of the leading global experts on compensation and benefits, and is also a leading expert in the more general field of human resources and performance management. His main areas of expertise and specialism are in the fields of job analysis, job descriptions, job evaluation, grading schemes, pay structures, allowances, bonuses and incentives, industrial relations and collective agreements, e-HR systems, performance management, performance appraisals, and all issues on compensation and benefits globally, especially in the GCC and Asia having worked in these regions for over 25 years.
Robert was born and educated in London (in UK) and he graduated with a MA masters degree in Mathematics from Oxford University (in UK) in 1983, and then obtained his MBA masters degree in business studies from London Business School (in the UK) and Chicago Business School (in the USA) in 1985. He then became a member of the Chartered Institute of Personnel and Development (in UK) with an FCIPD qualification, after deciding to focus on HR.
Who Should Attend
This course is suitable for everyone who requires an appreciation or an in-depth knowledge of practical organisation design issues and structural analysis techniques, including all employees in all areas of Human Resources at all levels of VPs/Directors/Managers/ Specialists/Analysts/Generalists, and this course is designed for following participants:
All managers and professionals and specialist who work in any area of HR.
All specialists in HR who work in Organisation Design and Organisation Effectiveness.
All specialists in HR who work in Compensation and Rewards and/or Performance Management.
All HR Business Partners (HRBPs) who get involved in Org-Development and Structural Analysis.
All managers from any functional area that need to know about Structural Analysis.
Is this the Right Course for You?
The aim of this training course is to provide an understanding of the overall best-practice practical Organisational Design (Tactical) and Structural Analysis techniques that would help an organisation conduct an analytical “right-size and right-shape” project.
This training course will focus on the key principles of practical Organisation development and the relationship of Analytical Organisational Design with Manpower-Planning and explore some common manpower metrics and analytics.
The course will also focus on the importance of job grade and organisational level for each position in order to enable gap analysis and span analysis as part of overall structural analysis.
This course will also provide best practices on Organisational Design for the HR department to make sure you get your HR department right in terms of size, structure, and strategy.
This training course is NOT a “strategic” course on high-level Organisation Design, but instead this training course is a “pragmatic” course that follows on where strategic design finishes and looks at the more practical structural design issues.
This training course does NOT cover the typical soft-skills associated with organisational design such as change-management and managerial buy-in, but instead this training course looks at the quantitative analytical skills of OD&SA.
What Is Organisation Design?
There are actually two different types of courses that you could attend on “Organisation Design”. So please read this carefully, as this will help you decide if this is the right course for you.
(1)Some courses on Organisation Design are aimed at a “strategic” high-level, and these types of courses look at Organisation Design through a strategic lens and at a more macro level, and they are typically wide but shallow. These “strategic” courses tend to stop at the point of developing the highlevel organisation structure (along with other system enablers and some important associated softskills such as change-management). Many of these “strategic” high level courses are more focused on the wider topic of Organisational Design and putting the initial strategic building blocks of an organisational structure into place, rather than “pragmatic” design and detailed structural issues. This training course is not one of these “strategic” design courses.
(2)Please be aware that this training course on OD&SA is different. This course on Organisation Design (OD) and Structural Analysis (SA) follows on from where the “strategic” high-level courses finish and asks “so what next” and is tactical and analytical? This OD&SA training course is deliberately narrower but deeper, and gets into the “what comes next” subjects such as grades, job evaluations, structural analysis, levels, spans, etc, and it really starts from where the “strategic” courses have finished, and carries on into the practical and pragmatic aspects of Organisation Design and Structural Analysis.
The aim of this course is to provide an understanding of overall best-practice Organisational Design and Structural Analysis techniques that would help an organisation conduct a “right-size and right-shape” project. This training course will focus on the key principles of organisation design and organisation efficiency and the relationship of Organisational Design with Manpower-Planning and explore some common manpower metrics. The course will also focus on the determination of job grade and organisational level for each position in order to enable gap analysis and span analysis.
Conduction an organisation design review with structural analysis is a fundamental starting point for all other HR activities, and after the organisation structures have been reviewed, then each job in the proposed structures should be evaluated and sized to determine the correct internal grade within the new grade structure. After each job has been placed into a new grade, with an associated payscale, then the salary of the employee can be managed fairly and linked to employee performance and job size, and ultimately this will enable an organisation to attract, retain and motivate the calibre of employees required for successful and sustained business performance.