Customized Individual Development Plan / CIDP®

Refined Analytics 2014

www.refinedanalytics.comwww.refinedanalyticsindonesia.com

Content What is CIDP? What to expect from CIDP? How CIDP works Developing CIDP with 360o assessment

What is CIDP? CIDP is a set of Human Resource Development

Blueprint to improve the quality of Human Capital in an organization

The Development Plan is assigned to each individual according to their own unique requirement

What to Expect from CIDP? Highest Return on Investment on HR training and

development plan The most effective and efficient organizational

structure Job analysis to bring the most of every individual Salary structure to increase employee motivation Improve employee satisfaction to greatly

improve performance and loyalty Human Resource integrated and holistic

development Business process and performance improvement

How CIDP Works Individual job description and evaluation

assessment Organizational cultural analysis Competitive Pay structure analysis Current job duty evaluation

Individual job description and evaluation assessment

Director of Operation Importance Frequency Skill possessed

People Development 4 7 4Ability to delegate/follow up, getting jobs done through

others 7 4 4Multi-task abitlity 7 4 4

Process technology drive 1 1 1Understanding the financial position and details of your

company 1 4 4Handle problems and bottlenecks 4 7 7Process improvement strategies 4 4 4

Meet people face to face 4 1 4Ask questions and listen attentively 4 4 1Understand business wholistically 1 1 1

Team building and environmental development 4 4 4Communication: verbal and written 7 7 7

Enforce standards (safety issue, food quality, cleaniness) 4 4 7

Cultural Inefficiency Possible Solutions Next Steps

Define the role of HQ relative to Operations

Is HQ the place to CENTRALIZE duties to improve efficiency? Does HQ

support Operations or does Operations support HQ?

1) Discuss and decide HQ/Ops roles

Duplication of duties1) Commit to clear job duties and responsibilities for each individual

1) Finalize job descriptions (use attached form in appendix)

2) Use tools such as RACI to assign and communicate responsibilities

2) Develop RACI Chart to clarify and communicate everyone's

role and responsibilities

Refocus Operations personnel to "value-added" work

1) Consider centralizing HR and/or IT to headquarter position

1) Determine if HQ personnel have skills to do centralized

HR/IT job

After completing above, develop organization chart, circultate and communicate

extensively

1) All PJX leaders should commit to and respect the chain of command

1) Complete 1 and 2 above first, then design org chart

Indecisiveness1) Commit to decision authority

matrix (RACI Chart)

Complete RACI Chart, communicate and adopt

decision delegations

Organizational Cultural Analysis

Competitive Pay Structure Analysis

Position Min Med Max Bonus

General Manager

42,000 46,000 50,000 1-3k

District Manager

55,000 62,500 70,000 5-8k

Pay

Experience and performance

42

50

Ideal pay

Next Step: Compare individual pay to market pay rates

Current Job Duty Evaluation

Skills possessed

Imp

ort

an

ce &

Fre

qu

en

cy

of

cu

rren

t jo

b

Business understandingTechnology

PlanningTechnology

Business opportunity cultivationData entry

People developmentDelegationMulti taskingListeningCommunicationStay calm under pressureProblem solvingAudit assuranceTaxationStrategyFinancial acumenStrategic leadership

Client relationsSelf developmentPlanningDeveloping salesFinancial acumenMaintain recordsComputing net earningProduct deliveryPresentation skillBusiness vision

CommunicationMeet peopleFinancial auditAttention to detailOrganizational skillCorporate reportingFinancial managementCoaching & mentoringPerformance & QCPerformance & QCCoaching & mentoringAttention to detail

Integrity

Problem handlingStandard enforcementSupervisingInitiativeRegulation and trendsDiversity awarenessAnalytical thinkingPlanningCoordinationInfluencingCoordination

Client relationsDiversity awarenessMulti taskingGeneral mathAnalyzing informationApproachablePrioritizing

Under Utilized Skills

Training Opportunity Best Fit

Director of OperationAdministratorCFO District ManagerDistrict ManagerHuman Resource &

Payroll

Current Duties (before CIDP)

Corporate Projects 20%

IT 10%

Driving 10%

HR 20%

Store Checks 40%

New Duties (after CIDP)

Operations improvement

Business development

People development

Developing CIDP with 360o Assessment

Customized Individual Development Plan

Performance

evaluation

Scores from manager

assessment

Results of management practice

survey

Results from job

description self-

assessment

Results of manage-ment practice survey Results from job de-scription self-as-sessment Scores from manager assessment

Manager – Top View

Peer – Horizontal View

Self Assessment - Bottom View

Results of management practice survey Results from job description self-assessment Scores from manager assessment

Manager – Top View

Peer – Horizontal View

Self Assessment - Bottom View

Manager – Top View

Peer – Horizontal View

Self Assessment - Bottom View

Before CIDP Weighting

After CIDP Weighting

Distributing Assessment Weight Proportion For Maximum Results

Finding Correlation Between Individual and Company Performance

Office 1 Office 2

Office 3

Office 4

Office 5

Office 6

Office 7

Office 8

Office 9

Office 10

Office 11

Office 12

Office 13

Office 14

Office 15

0.19 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)

0.79 (0.24) 0.26 0.43 0.16 (0.14) (0.07) 0.22 (0.04) 0.01 (0.13) (0.32) (0.11) (0.17) (0.24)

0.70 0.15 0.15 (0.18) 0.35 0.85 (0.02) 0.33 0.15 (0.02) (0.63) (0.35) 0.28 (0.52) (0.67)

0.41 0.47 0.10 0.10 (0.33) (0.03) (0.23) (0.46) 0.67 0.10 (0.40) 0.02 (0.61) 0.07 0.18

0.76 0.33 0.63 (0.04) 0.53 0.03 (0.04) 0.40 (0.27) (0.12) (0.54) (0.04) (0.37) (0.34) (0.60)

0.23 0.52 0.17 (0.05) 0.12 (0.08) 0.28 (0.16) (0.08) (0.13) (0.11) 0.03 (0.76) (0.35) (0.16)

0.17 0.45 0.67 0.62 0.45 (0.25) 0.12 (0.10) (0.35) (0.13) (0.22) (0.30) (0.30) (0.02) (0.55)

0.17 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)

0.13 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)

0.44 0.45 0.22 0.05 0.25 (0.25) 0.39 0.42 (0.35) 0.30 (0.61) (0.03) 0.05 (0.08) (0.22)

0.42 0.99 0.18 0.46 0.59 0.39 0.29 (0.21) (0.21) (0.04) 0.68 (0.37) (0.33) (0.34) (0.66)

0.17 0.62 0.31 0.76 0.42 (0.08) (0.41) (0.39) 0.02 (0.41) (0.02) 0.01 (0.08) (0.38) (0.03)

0.17 0.26 0.07 0.13 (0.14) 0.16 0.13 0.10 0.06 (0.12) 0.02 (0.29) (0.16) (0.21) (0.08)

Finding Correlation Between Individual and Proxy Assessment

11 7 12 4 3 5 6 10 2 1 8 9 13 0.30

0.40

0.50

0.60

0.70

0.80

0.90

1.00

1.10

0.40

0.50

0.43

0.44

0.43

0.50

0.47 0.47

0.57

1.00 1.00 1.00 1.00

Corr

ela

tion w

ith P

roxy

Ass

ess

ment

Individual Assessment

Individual and Business Performance as CIDP Benchmark

Blon

do

Lawre

nce

Linc

oln

North

Met

calf

Milita

ry

Orcha

rdPa

rk

St Jo

e5.005.205.405.605.806.006.206.406.606.807.00

6.08

6.37

5.93

6.156.216.03

5.785.81

6.06

5.75

6.37

5.98

5.77

6.23

5.85

Busi

ness

Pe

rform

ance

Individual Evaluation

Spotting the “Hot Area” For the Most Effective Training For the Highest ROI

Q2, Q5, Q6, Q10

1. I know what is expected of me at work. My immediate supervisor focuses me.

8. My immediate supervisors help me to see the importance of the mission and purpose of the organization, and makes me feel that my work is vital in accomplishing it.

9. My immediate supervisors hold my coworkers and me accountable for doing quality customer focused work.

13. Overall my supervisors create an environment where I can be most productive and successful

11. I talk frequently with my immediate supervisor about my progress. This includes my contributions and how I might improve

7. At work, my immediate supervisor listens to my ideas and values my opinions

12. My immediate supervisor challenges me and also gives me opportunities to learn and grow

4. I receive recognition and praise for good work. My immediate supervisor helps me see the value I add.

Q14,Q15,Q16,Q17

Rati

ng

Correlation

Employee Satisfaction and Motivation Booster

Data from our past project with one of our clients in the US

DataE

mp

loyee S

ati

sfact

ion

Training PayRecognition

52%

58%

65%

By reading the data, we would conclude that our client needed to increase pay to boost employee motivation

Data from existing employee

Data vs NormativeE

mp

loyee S

ati

sfact

ion

Training PayRecognition

Normative Data from in similar industry

48%

52%

71%

58%

65%65%

Data from existing employee

When we compare with normative data, we may reconsider to focus on increasing recognition towards the employees

AnalyticsE

mp

loyee S

ati

sfact

ion

Training PayRecognition

48%

52%

71%

58%

65%65%

The strongest leverage point identified through analytics

Normative Data from in similar industryData from existing employee

With deep analytics assessments, we found that training was the strongest point to improve the company performance

CIDP has been successfully implemented in various companies, for example: Starbucks Coffee Conoco Phillips Pepperjax Grill Green Plains Renewable Energy REMAX Capital One Maharishi University of Management etc

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www.refinedanalyticsindonesia.com

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