ODR assists organizations achieve strategy through determining the sufficiency of organizational capability and capacity to secure outcomes. We provide services in forecasting talent demands to achieve objectives for current and future requirements. Through identifying specifically what skills, knowledge and attributes are required for staff to successfully meet goals and objectives, bloated or ineffectual structures can be minimized and the most efficient organizational model attained. We facilitate improved decision making and resource allocation by assigning functions and decisions to business units together with roles and responsibilities to where process and work product are enacted. We assist in determining which structures expedite work flows achieve expedited efficiencies.

ODR consultants identify the most appropriate workforce model based on the relationships among the capability, resourcing and work flow requirements of organizational business units. We focus on determining the most efficient alignment of capabilities, strategy, culture and people. We rigorously explore the advantages and disadvantages of various elements of the model, starting with assessment of key functions; we compare the informational, reporting and cost advantages of centralization versus de-centralization and potential re-engineering of functions or processes. We quantify and compare the costs and benefits of moving or maintaining various roles and then help design a new blueprint for organizational capability within each organization's unique environmental context. We develop communication strategies for the blueprint then outline minimal disruption evaluation programs.

Competency Profiling

Many benefits accrue to organizations adopting an integrated competency based capability framework including; clarity and transparency in selection and succession planning, career development pathways, performance management and appraisal benchmarks and improved focus in training programs.  Providing the extra dimensions of values, attitudes and motivation on skills based models, ODR provide behavioural indicators for these critical attributes.  From current state assessment to future state requirements or gap analysis of individuals, teams or organization wide, ODR consultants have designed competency profiles for;

• Job: The specific tasks of a particular job
• Role: The part an individual employee plays in the organization's overall success
• Functional: The behaviours required of an employee in a particular function of the business, e.g. marketing or finance
• Core: The competencies that every employee should have in keeping with the overall values and vision of the organization
• Workforce: A map of the core and supporting competencies across a business unit or whole of organization

We provide competency models that incorporate mechanisms for developing exceptional talent and pathways for future business leaders.

Our services include:

• Design of new jobs or redesign existing jobs / roles / functions
• Creation of job descriptions that contain accurate statements of job content, working conditions, competencies, accountabilities, relationships and dependencies
• Accuracy of descriptions that create a solid foundation for effective performance management and career development
• Assessing the existing organization capability and comparing it against strategic requirements
• Translating business strategy into operational activity and talent demands with devolution of responsibility and accountability creating clarity for every employee
• Determining strategic talent management initiatives
• Forecasting talent demands to achieve objectives now and equally important into the future
• Designing competency models that incorporate pathways for exceptional talent and future business leaders and capture attitudinal / motivational influences that determine staff behaviour
• Understanding and measuring change capacity and resiliency for organizational transition
• Evaluating the return on investment of the plan and prioritizing capability and capacity against organizational objectives