Since the onset of Covid-19, many speak of the “new normal” however strategist Peter Hinnsen challenges this notion arguing that we should in fact refer to the “never normal” given that the global pandemic has forever altered how we do things in the workplace.

Hinnsen goes on to state that competitive advantage should no longer be measured in terms of sustainability but rather on transience, challenging organisations to be bold on their vision but flexible on the details. This theory is supported by research conducted by McKinsey & Co who purport that future-ready companies are those who have clarity of purpose (and culture), operate with agility, and who enable growth through innovation, continuous learning, and harnessing the value from their diverse talent ecosystems.

As many organisations realise the importance of tapping into the platform economy and flexible workforce, enabling remote or hybrid working, and monitoring performance on output/results rather than time, the shortcomings of their existing HR structures surface.

Are your organisational frameworks, which support talent management in your business, built to enable success within this dynamic environment?

At the heart of it, organisations that embrace agility understand the importance of balancing structure with flexibility. In HR, compliance drivers usually lead to rigid policies and procedures and yet, when considered holistically, can be utilised effectively to create opportunities to optimise performance – both business and individual, achieve transformation goals and enable the attraction and retention of the best talent.

Often the missing puzzle piece is fit-for-purpose organisational design. Updated job profiles built using common language – in the form of a competency library – provide the opportunity to quantify what needs to be done, by whom, and the corresponding value this brings to the organisation.

Competency-based job profiles are the foundation for:

  • Fair recruitment and selection,
  • Equitable remuneration,
  • Effective performance contracting and management,
  • Affordable and attractive recognition and reward initiatives,
  • Impactful skills development,
  • Traditional and future-fit career progression, and
  • Transformative succession planning.
business, Global Business Solutions

Too often, unfortunately, job profiles are either outdated or written in isolation to others within the business, usually built around a specific individual creating barriers to transformation and difficulties in effective talent management. Key stakeholders in this process are line managers who rarely receive any capacitation in regards job evaluation.

Recently I presented a two-hour session to line managers on the fundamentals of job profiling and why getting it right is so important – for the organisation and them as managers. The feedback was very positive as the time spent yielded a good return on investment for the managers who felt better equipped, not only to generate job profiles but also how to link KPIs and manage performance in an objective way.

Competency-based job profiles are ideal for assessing suitability of prospective employees (or those ready for promotion) in that an assessment of level of competence rather than fixation on finding someone who has done exactly that before, yields many more options. In addition to helping organisations source candidates from amongst under-represented designated groups, this approach helps individuals to make less traditional career moves. When one considers that most of us will work for 50+ years, it’s incredibly important to enable transitions from one career to another, as staying in the same field for half a century is bound to become stale!

Enabling your business to thrive into the future

Covid-19 and the uncertainty its created has demanded that organisations carefully consider ‘where to from here’? A review of the organisational design provides the opportunity to revisit how work is structured and through this process critical roles, scarce skills, and keyman dependencies are identified and risk mitigation strategies can be introduced.
The GBS team is expertly positioned to partner with our clients across a range of future-fit organisational design initiatives and to create businesses which can maximise transient competitive advantage. If you’d like to know more about our services, or learn about the successes we’ve had with clients, please contact

Kind regards,

Natalie Singer


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