People and change

In today's rapidly changing business environment, organisations must adapt to new technologies, business models, and market trends in order to stay competitive and sustainable. This often requires undergoing significant transformational projects, which highlights the importance of effective change management activities in order to achieve successful outcomes. At the same time, the conversation around culture is intensifying, as these challenges create a need for culture shaping or culture understanding, in order to make sure that the organization has the right culture and purpose to drive the right results. 

Change management involves effectively managing the people-side of change which is often overlooked, including behavioural and cultural changes, to ensure the desired outcomes are achieved and sustained. Culture shaping focuses in identifying the drivers of culture change and identifying the future state culture, capabilities and behaviours to help realise the organisational objectives.

Our approach for Change Management & Culture Transformation is grounded in KPMG’s Behavioural Change Management ‘Make it’ Methodology, which focuses on both the people and the organisation. Applying a people-centric approach to our clients’ transformation means putting clients, employees, customers, suppliers, and shareholders at the heart of our approach and ensuring that that the transition to the desired future state is smooth and all stakeholders are fully engaged and committed to the change. 

• Behavioural Change Management
• Change Impact, Risk and Readiness Assessment
  
• Culture Diagnostic & Culture Evolution
  
• Culture Transformation

In today's fast-paced and ever-changing work environment, organisations face numerous challenges when it comes to building and maintaining a skilled and engaged workforce. Reducing the risk of retirement cliff as knowledgeable and experienced employees reach retirement, managing transformation, attracting top talent and upskilling employees to cover current and expected future skills gap and adapting new technologies are only a few of the challenges organisations are facing. As such, an inadequate approach in workforce and organisational design can lead to loss of critical talent, potential gaps in business continuity, slow and siloed decision making and lack of understanding of roles and responsibilities.

Workforce design aims to align the previously disparate worlds of job architecture, organisation design and skills and competencies. When considering the organizstion as an entire system in the context of its future state and current environment, the value of workforce design is realised –identifying who, what, where, when and how talent can deliver organisational strategy.

We help our clients shape the organisational strategy and workforce structure to ensure the right number of people with the right skills are in the right place at the right time to deliver short-and long-term organisational objectives. We do this by following a holistic approach with the design and implementation of the organisational structure, processes, roles, governance and capabilities to enable our clients achieve and sustain their strategy and vision.

• People Strategy
  
• Organisation Design & Operating Model
• Strategic Workforce Planning & Workforce Shaping
• Workforce Analytics
• Job Architecture
• Competency Framework
• Career Paths

The traditional focus on recruiting, hiring, developing, engaging and retaining the best talent is no longer enough given a volatile, uncertain and ambiguous world and today’s international, flexible and virtual workforce. Organisations must design, develop and deploy forward-thinking strategies to help them to evolve to meet their current and future strategic business challenges relating to talent, while creating an employee experience where people want to show up by making it easy, enjoyable and engaging for colleagues to work. 

• Talent Selection & Acquisition
• Capability assessment and job match
• Assessment & Development Centres
• Performance Management
• Total Rewards
• Compensation & Benefits Benchmarking
• Employee Experience

Our approach for the HR function is grounded in the KPMG’s Target Operating Model for the HR function and consists of six design layers to ensure that a holistic operating model solution is build that is taking into consideration all aspects of the HR function.

We help organisations create a leading HR function by developing delivery models for HR services that enable an organisation’s talent and human capital strategies. In leading organisations, the HR function is recognised as a strategic enabler, delivering sustainable organisational change and enhancing business performance. To fulfill this role, the HR function needs to understand, define and communicate the value it provides. It also needs to remain fit for purpose, adapting to changing business requirements.

• HR Strategy & Assessment
• HR Target Operating Model
• HR policies and processes
• Digital HR transformation & Powered HR
• HR Outsourcing

Tap into insights associated with exploring the ‘S’ in ESG, a driving force in our current society and priority for external stakeholders including community members, customers, shareholders, suppliers, and regulators. Enhance psychological safety and well-being, resulting in greater employee innovation, participation and morale.

• Equity, Diversity & Inclusion (EDI) current state assessment
• EDI Strategy & Implementation
• Employee Wellbeing & Engagement