Responsibility Charting

An integrated approach to achieve maximum performance

Section

Integrated HR System

HR Integrated System:
Translating Strategy into Results

Integrated Human Resource Management System links strategy,

people, and business results.

Strategic
Intention

Integrated
HR Management
System

Sustainable Growth

Integrated Human Resource Management System focuses on building

organization capability to address strategic imperatives and to produce
desired business results.

Generic HR Roles and Responsibilities

Attract
Attract

Maintain & Develop

Maintain & Develop

Is the capabilities of an
Organization to attract
top talents to be a
member of the
organization

Once the top talents enter the

organization, management need to
retain and engage them to give their
maximum contribution using their
fullest potentials

How an Organization
assess, select and
deploy those talents, to
ensure that their
capabilities and
competencies are
matched with the
organizations needs,
cultures and values.

And also to continuously develop their

skills, knowledge and competencies to
enable them achieving the targets
and keep up with the future work
challenge

Reward
Reward
How do the
organization recognize
and reinforce good
performance by
providing a result
based compensation
scheme, as well as a
non financial reward
program

Foundation of Integrated HR Management System

Developing Organizational Capabilities

Developing Organizational Capabilities
Organization need to have a strong and
compelling Vision Mission and Strategy
that guide all member of the organization on:

What do the organization wish to

achieve

How do the organization achieve the

vision
As well as Organization Cultures and
Values that describe:

Organizations norms and behaviors on

how Board of Directors, Managers and
all employee in conducting the business
In developing an integrated HR management
system, Organization need to ensure that the
system will:

Aligned with the organizations vision,

mission and strategy, to provide
maximum support in achieving the
vision

Cultivating the desired culture and

values

well integrated between one modules to

Subsequently, Organization need to have an

efficient Organization Structure that
reflects how vision mission, strategy and
cultures are translated to departments, jobs
and activities.
Where in such structure there must be:
A clear division of duties and
responsibilities between jobs and work
units
Skill, Knowledge and Behavior
Competency requirements for all Jobs
Job size / weight for all Jobs reflecting
the requirements and their contribution to
the organization

HR Integrated System
DEVELOPING
ORGANIZATION
DEVELOPING
CAPABILITIES
ORGANIZATION
CAPABILITIES

Work Load
Analysis

Vision /
Mission

organization
Culture

Strategy

organization
Structure

Responsibility
Charting

Job
Description

Competency
Requirements

Job Evaluation

Job Grade

ATTRACT
ATTRACT

MAINTAIN & DEVELOP

MAINTAIN & DEVELOP

Performance
Management

Training &
Development

Compensation
& Benefit

Talent
Management

Manpower
Planning

Talent
Mapping

Career Path Planning

Recruitment

Succession
Planning
Assessment

REWARD
REWARD

On Boarding

Employee & Industrial Relations

Personnel Administration

Human Resources Information System

Salary
Administratio
n

Section

Responsibility Charting:
Concept , Application and Development

Responsibility Charting
Definition

The Responsibility Chart is a tool used to describe the roles

and responsibilities of a group of people / positions in
completing certain activities or processes.
The Responsibility Chart is a powerful yet simple process
management tool for clarifying the way organizations or
teams collaborate and work together to complete an
important business process.
Occasionally organizations and team members suffer from
the "I thought you were responsible for syndrome. The
Responsibility Chart can help to ensure everyone
understands process steps and avoids reliance on the
tribal knowledge of the organization.
An example of a The Responsibility Chart chart depicted in
next slide illustrates processes or activities as rows and
roles as columns

Sample of Responsibility Chart

Matrix

Responsibility Charting Legend

Definition
RESPONSIBLE

(The Doer)
The doer is the individual(s) who actually complete the task. The doer is
responsible for action/implementation. Responsibility can be shared. The degree of
responsibility is determined by the individual with the A.

ACCOUNTABLE

(The Buck Stops Here)

The accountable person is the individual who is ultimately answerable for the activity
or decision. This includes yes or no authority and veto power. Only one A can be
assigned to an action.

CONSULT

(In the Loop)

The consult role is individual(s) (typically subject matter experts) to be consulted prior
to a final decision or action. This is a predetermined need for two-way communication.
Input from the designated position is required.

INFORM

(Keep in the Picture)

This is individual (s) who needs to be informed after a decision or action is taken. They
may be required to take action as a result of the outcome. It is a one-way
communication.

Steps To Produce a Responsibility Charting Matrix

Identify
Identify Key
Key Result
Result Areas
Areas

1. Conduct Business
Process Mapping
2. Identify Value
Added Activities
3. Identify Outputs
4. Identify Key Results
Areas

Identify
Identify All
All Roles
Roles //
Positions
Positions

1. Confirm
Organization
Structures
2. Clarify Roles and
Responsibilities of
all positions within
the work units /
organization

Assign
Assign Responsibilities
Responsibilities

1. Draw a grid on a
flip-chart or use a
spreadsheet
2. List down all Key
Result Areas at the
left side of the
matrix
3. List all positions
across the top of
the matrix
4. Assign who is
(R) esponsible,
(A) ccountable
(I) nformed
(C) onsulted
in each cell

Benefit of Responsibility Charting

Workload Analysis: when used against individuals or

departments overloads can be quickly identified.
Re-organization: to ensure that key functions and
processes are not overlooked.
Employee Turnover: newcomers can quickly identify their
roles and responsibilities.
Work Assignment: allows duties to be redistributed
effectively between groups and individuals.
Project Management: allows for flexibility in matrix
management situations allowing for the right balance
between line and project accountabilities.
Conflict Resolution: provides a forum for discussion and
resolving inter-departmental conflict.
Documents the Status Quo: the output from RACI is a
simple yet effective method of documenting the roles and
responsibilities in an organization.

Section

Responsibility Charting
In an Integrated HR System

Responsibility Charting in HR Integrated

System
DEVELOPING
ORGANIZATION
DEVELOPING
CAPABILITIES
ORGANIZATION
CAPABILITIES
Vision /
Mission

Work Load
Analysis

organization
Culture

Strategy

organization
Structure

Responsibility
Charting

Job
Description

Competency
Requirements

Job Evaluation

Job Grade

ATTRACT
ATTRACT

MAINTAIN & DEVELOP

MAINTAIN & DEVELOP

Performance
Management

Training &
Development

Compensation
& Benefit

Talent
Management

Manpower
Planning

Talent
Mapping

Career Path Planning

Recruitment

Succession
Planning
Assessment

REWARD
REWARD

On Boarding

Employee & Industrial Relations

Personnel Administration

Human Resources Information System

Salary
Administratio
n

Responsibility Charting linkage (1)

RC and Organization Structure

RC and Job Description

Using the Responsibility Charting before and after the

organization re-design provides a data or fact-based
set of information that will support the new
organization structure.

A job can be described as a collection of duties and

responsibilities which require the incumbent to engage
in a variety of activities. Each of these activities will
produce results of some sort.

Using this approach eliminates the need to impose a

top-down organization structure and provides the
means for an open and honest discussion about
breakdowns in key business processes.

While the list for activities of any job can be quite

lengthy, only a small number are of major importance
to the job and critical for its success. These, known as
Key Result Areas or accountabilities, must be
carefully described and defined since they are a
working 'contract' between an employee and the
organization.

With this clarity in hand management can begin to

make the hard decisions about who should fill each
role and how specific activities or processes might be
streamlined or automated.

Responsibility Charting is designed to focus upon the

exact nature of a position, and how the various
positions within an organization interface with each
other.
Accountability mapping can be used to model key
result areas for jobs in a new organization structure.

Responsibility Charting linkage (2)

RC and Work Load Analysis
Workload analysis (WLA) is a process to calculate the
workload of a position / work unit, and number of
people to fill the positions in a work unit.
Workload analysis is a proven method to calculate
exactly how many employees needed to produce
targeted outputs in each Key Result Areas.
There are three main stages of Work Load Analysis
process:
1. Determining the Key Result Areas of a position or a
Work Unit.
2. Breakdown the Key Result Areas into a chain of
activities and sub activities
3. Calculating the total amount of time required to
complete each activities / group of activities
As explained in the previous Section, Responsibility
Charting is an effective yet powerful tool to determine
the Key Result Areas of an individual Positions and/or
Work Unit.

Having an accurate description of all KRAs of any

given position as a result of Responsibility Charting
session, the WLA process can be then carried out
efficiently (no need to re-check whether some KRA
being done redundantly, or whether some key process
were not being assigned)

Responsibility Charting linkage (3)

RC and Performance Management
Performance Management is a continuous cycle
focusing on planning performance, coaching,
reviewing, and rewarding.
Summary of the main stages of the Performance
Management process include the following:
1. Planning Performance in the beginning of the
performance cycle is the way in which we define
what we expect of people and how they are to
contribute to achieving the organizations goals.
2. Coaching Performance in the middle of the
performance cycle is about reinforcing and
supporting the efforts made by individuals in
pursuit of those same goals throughout the year,
modifying priorities and resources with the
changing external world.
3. Reviewing Performance in the end of the
performance cycle concerns evaluating the
successes and failures of the year, learning from
them, and preparing for the coming year.
4. Rewarding Performance at a specified time of the
performance year is the means by which
performance is to be recognised.

To ensure that every goals set for all employees are

aligned and contribute to the larger work units target,
the performance goals / targets should refer to their
Key Result Areas identified in the Responsibility
Charting process.
In doing so, in the Planning stage, Managers should
refer to their subordinates Key Result Areas, then set
the Key Performance Indicator and Performance
Target for respective KRAs.

Responsibility Charting
linkage (Summary)

Section

Project Time Frame &

Professional Fees

Project Steps, Time Frame & Professional Fees