Identification of organization's critical roles

The client’s starting point

• A global leader in renewable energy
• A population of nearly 40000 employees
• Entities driven by heterogeneous dynamics

Akoya’s response

• Development of a methodology allowing to identify the “critical roles”, i.e. those few roles that create the most value
• A strategic approach carried out with each management commitee, allowing the business priorities to be taken as a starting point and leading to the critical positions
• Concrete Talent Management actions with employees working in “critical roles”

The whole story

Our client, a global leader in renewable energy, wanted to identify the critical roles in their organisation in order to implement a differentiating Talent Management policy.

In fact, Talent Management policies are sometimes perceived as being dilutive, in the sense that they “spread” budgets over a very large number of assets within organisations. Inspired by distributed constraint optimization, the idea here was to make strong investment choices in order to maximise value creation.

Nous avons audité le modèle d’identification des rôles critiques de notre client, qui reposait sur la collecte de données peu fiables et donnait des résultats contestés en interne. En lieu et place de ce processus, nous avons proposé une approche partant de la stratégie de l’organisation et fondée sur des prises de décision collectives portées par les CODIR de l’organisation.

Les résultats obtenus ont mis en lumière deux points fondamentaux : la place dans l’organigramme n’est pas toujours corrélée à la valeur créée ; et les postes critiques varient dans le temps, tout comme la stratégie de l’organisation.

We audited our client’s critical role identification model, which was based on unreliable data collection and was producing results that were contested internally. As an alternative to this process, we proposed an approach based on the company’s strategy and on collective decision-making by company’s management commitees.