Recently, Standard Bank Group (SBG) engaged Deloitte Human Capital in discussion regarding the provision of professional consulting advice and support for the design and implementation of a talent and succession management process for senior and executive leadership across the Group. Although SBG has its own leadership competency framework, there was significant buy-in to the DDI ESM methodology; in particular, the Leadership Predictive Inventory and the role it plays in the broader process. The decision was reached by the SBG Executive Committee that the DDI methodology would be introduced initially for the "Top 50" positions across the Group, as well as for all Director positions. Since a number of succession management initiatives were already underway, our initial engagement involved an audit of these with the aim of optimising the value add of the DDI ESM methodology. Our primary focus to date has been the introduction of the LPI into the Group, and to this end, all HR Consultants across the Group have attended an adaptation of the DDI "Talent Scout" workshop. The roll out to Line Management is currently underway, and certain business units have commenced with the nomination process. Feedback thus far has been incredibly positive.
The vision is that during the next phase the Group will utilize assessment technology to identify executive development gaps relative to the success profiles. The DDI ESM technology is positioned as a cornerstone for this intervention and the goal is to enable the Group to eventually have an end-to-end succession management process in place.
Building a Culture of Service Excellence in the Health Care Industry
Since 2002, Deloitte Human Capital partnered with Netcare, a major Hospital Group in South Africa. With approximately 44 private hospitals and specialized care units countrywide, 14,100 staff members and 800,000 patients per annum, Netcare is viewed as the largest privately-owned hospital group in South Africa.
Netcare was facing increasingly rapid change and recognised the need to implement an integrated series of initiatives to operationalize their Service Strategy. DDI’s Service Plus® Health Care programme was the vehicle chosen as a first step to drive a consistent and patient-oriented service culture within the Group. We began with the Senior Session of Service Plus® in order to create buy-in and commitment to the new Service Culture at the highest level and to reinforce the visible link of this Culture to the Group’s overall business strategy. This process was cascaded down through all levels of the organisation to ensure consistency in approach and behaviour.
To support the new Service Culture and align their business strategy, it was recognised that the current Balanced Scorecard performance management methodology was not sufficient to drive the required behaviour. To supplement the current PM process, DDI’s Maximising Performance® was introduced.
Working with Netcare to ensure alignment, specific customisations were done to the Maximising Performance® process. The main focus area was to drive a more pro-active culture where incumbents would take on greater responsibility for managing their own performance. This fundamental paradigm shift in terms of performance management required a considerable training effort by Deloitte Human Capital, during which there were frequent adjustments, changes and extra customization, based on feedback received. Maximising Performance® was cascaded down to the operational workforce level to ensure maximum buy-in and commitment to the system.
In addition to the above, an executive competency model was developed against which 70 hospital managers and members of the executive team were assessed employing the DDI assessment and 360° assessment technology. The results of these assessments were integrated with the performance management data to form the basis of individual development plans for each executive.
The next step is the implementation of leadership development training, employing DDI’s various training courses appropriate to the different leadership levels, as determined by the development plans produced as part of the Maximising Performance® implementation.
The training commenced in May 2002 and up to August 2004, approximately 4,000 people were trained on Service Plus® Health Care, 8,000 on Maximising Performance®, and a total of 18 trainers were trained on the Facilitation Skills Workshop.
This partnership proved extremely valuable to the success of Netcare and has been recognised to have contributed to the culture of excellence in service delivery that the organisation is continuously striving towards.
South Africa Client Successes
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