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Organisation and People
Development
Businesses are faced with ever more
demanding competitor, customer,
regulatory and stakeholder pressures
which present two key organisational
and people challenges:
- How strongly and effectively
the culture and employment
brand is aligned with business
strategy and operational plans
and in turn how these are
supported by HR programmes
and activities?
- How change management and
other people related levers
are used to embed change on
a day to day basis?
The key to success is the effectiveness
of an organisation and its people. Responding
effectively can result in a number
of benefits including:
- a secure return on investment
from change management programmes
- improved efficiency and effectiveness
of the HR function by streamlining
processes and reducing HR
administration costs
- increase in staff motivation and
retention
- improved performance of individuals,
team and the overall organisation
- strategic alignment of people,
processes and organisation; and
- cost-effective learning and development
that addresses business needs in
a sustainable fashion.
KPMG helps clients to develop and
implement organisational structures
and people strategies including culture,
behaviours, reward, learning and the
management of change. Particular
focus is given to:
1. Ensuring the coherence of
cultural and people related promises
and aspirations and their clear connection
with business strategy and priorities.
2. Building credibility behind
changes in an organisation by ensuring
buy-in at all levels.
3. Creating sustainable change
by developing practical roadmaps that
help decision makers and stakeholders
understand the way forward and invest
in the right organisation and people
enablers.
The KPMG team works flexibly in partnership
with organisations and the firm's
role may include acting as a sounding
board, coach, technical adviser or
change manager according to client’s
needs.
For
further information about our services,
or if you would like one of our professionals
to contact you, please  . |
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