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Agilon Proposal to RCI

Agilon Proposal to RCI. Joni Anderson Sean Casady Aleksey Dmitrenko Kyndal Gannon Leena Khan Pat Lyons Camille Papillard Diane Vavrasek. Agenda. Company Information Organizational Structure Leadership Structure Compensation System Employee Development Plan.

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Agilon Proposal to RCI

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  1. Agilon Proposal to RCI Joni Anderson Sean Casady Aleksey Dmitrenko Kyndal Gannon Leena Khan Pat Lyons Camille Papillard Diane Vavrasek

  2. Agenda • Company Information • Organizational Structure • Leadership Structure • Compensation System • Employee Development Plan

  3. Roberston Communications Inc. • Telecommunications Company • 50 Employees • 40 Exempt (including co-founders) • 10 Non-exempt • Global Competitors

  4. Organizational Structure • Lattice-structure • Co-founders as direction and evaluation committee • Remaining 38 exempt and 10 non-exempt as a “talent pool” • Talent Pool includes employees from all functional areas (e.g. IT, finance, marketing, etc.) • Self organize into project groups (similarly to Agilon members) according to which functional expertise is needed for which project

  5. Lattice Structure

  6. Organizational Structure • Commitment Tracking • Ensures follow-through on projects • Internal personnel database • Skills • Knowledge • Interests • Areas for Improvement

  7. Organizational Structure • Communication Facilitation • Weekly meetings between project champions and co-founders • Internal blog • Open-door policy for all members of RCI (including co-founders) • Wide-open office floor, trading-style, promotes easy migration

  8. Organizational Structure • Lattice structure is non-hierarchical • Promotes innovation, communication, collaboration • Motivates individuals due to increased interest in project work • Leads to employee engagement and company loyalty • Encourages mutual learning

  9. Leadership Structure • 2 Levels of leadership • 2 co-founders oversee the direction of the organization • All other employees work as peers to carry out the mission of RCI • Relatively flat, egalitarian leadership structure

  10. Leadership Roles • Co-founders • Serve as catalysts • Assess ideas and determine the direction of the company • Appoint project champions • Accessible to all members of the organization • Employees • Mutual learning • All employees are responsible for being both a teacher and a learner • Every employee could potentially be a project leader

  11. Succession Planning • How do we identify talent to eventually take the place of the co-founders? • Identification would be based on two criteria: • The degree of commitment that individuals showed (number of projects they lead) • The success of the projects that the individuals took part in (creativity of the projects and financial outcome) • Succession planning ensures the stability of RCI in the event that the co-founders could no longer serve as the top leadership level • The organization should designate two new catalysts who could rotate every five years

  12. Compensation for Agility Strategy • One egalitarian, narrow pay band • Tie compensation to agile behaviors • Award bonuses based on organizational performance • Base pay increases on employee value

  13. Compensable Factors For Salaried Employees

  14. Compensable Factors • Cross Functionality • Engages in cross functional activities • Actively networks and collaborates across organizational “boundaries” • Continuous Learning • Actively pursues self-development • Is able to grasp and master new technical and business knowledge/skills • Seeks feedback from others • Gives feedback to others • Supports and engages others in their own development • Collaboration • Consistently develops and sustains cooperative working relationships with colleagues • Encourages and facilities cooperation within the organization and within working groups • Fosters relationships and finds common ground with a wide range of stakeholders

  15. Compensable Factors • Innovation • Contributes new insights and solutions for organizational improvement • Creates an environment that encourages creative thinking and innovation • Develops and implements new or improved programs, processes, products, or other initiatives • Role specific Activity • This compensable factor will vary for each role within the organization. The criteria and weight will be based on the duties and responsibilities of each role.

  16. Bonus Structure • Awarded annually as a percentage of base salary (up to 10%) in a lump sum bonus • Based on organization-wide performance metrics • Financial Performance • Progress and Innovation • Customer Satisfaction • Promotes organizational performance and a sense of ownership

  17. Hourly Employees • Pay based on local market levels • Pay level slightly above market • Included in the company wide bonus

  18. Pay Increases • Merit Increase • Employees reviewed annually • Directly corresponds to increases in duties and responsibilities • Appears as an increase in percentage of the role specific compensable factor • COLA • Based on CPI index to adjust for inflation

  19. Employee Development Plan • Flexible and adaptive plan • Train employees on broad competencies • Innovation • Cross-functionality • Spontaneous Collaboration • Continuous Learning

  20. How to Train for Competencies • Innovation -Role playing and action learning projects • Cross functionality • Role playing, cross-training, multiple mentoring • Spontaneous Collaboration • Team training and communities of practice • Continuous Learning • Mentoring, after action reviews, self-directed learning

  21. Questions?

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