Download - Management Audit and Risk Assessment
MARAOverview
1
Step 1 - Business Critical Positions
Management Audit andRisk Assessment
MARA helps you make the distinction between:
Strategic Positions which shape the future direction of the enterprise
Stress Points which expose the ogani-sation to high levels of risk if a job holder leaves a position unexpectedly
Pivotal Positions where further invest-ment provide clear returns
In order to determine whether a job is a Stress Point, it is necessary to review two sets of factors. These are related to the Impact that the role can have in the organisation and the Elapsed Time from when a role holder leaves the position to when effective coverage is achieved.
t
ly
w
High Risk. All High Risk jobs should have a risk mitigation plan
Medium Risk Low Risk
click to reveal relevant scale
1 2
MARAOverview
Management Audit andRisk Assessment
Step 2 - Talent Assesment
This involves:
Classifying people according to a performance/ potential matrix
Identifying the likely risk that a person in a critical position will leave the organisa-tion
Identifying successors
All of this is captured on an integrated database and represented on a matrix.
This aggregated data enables ratios to be developed which allow for internal com-parisons to be made.
Individuals is at high risk of leaving
Individuals is at medium risk of leaving
Individuals is at low risk of leaving
Stress Point
x
xx
Immediate successor identified
Assessm
en
t
Tal
ent Busine
ssC
ritical
Asse
ssment
Position
s
Structural Analysis
Risk
C
onte
xt-Context-Context-Context-C
onte
xt-C
onte
xt-C
ontext-Context-Context-Conte
xt-Con
text-
Conte
xt-
Conte
xt-
MARAOverview
Management Audit andRisk Assessment
1 2 3
Step 3 - Structural Analysis
This involves identifying the gaps and over-laps in the organisational structure.
Generating specific job profiles along key spines of accountability provides a clear measure of structural efficiency.
Job compression occurs when more than one job along a spine of accountability is provid-ing a similar core contribution. Where this occurs, accountability is likely to be diffuse. This means that the cascade from strategy to the undertaking of the fundamental work of the organisation will have within it waste and inefficiency.
MARAOverview
Management Audit andRisk Assessment
1 2 3 4
Step 4 - Risk Assesment
MARA provides the basis for decision support as it generates a series of measures, ratios and indices which help address the key questions posed by senior executives. These metrics include:
Organisation Efficiency index
Succession Contingency Ratio
Organisatiomal Effectiveness Ratio
MARAOverview
Management Audit andRisk Assessment
1 2 3 54
Step 5 - Context
This involves assessing the demands of the external context (and the strategy to deal with this) in order to tackle risk mitigation.
Risk mitigation is aided by answering the follow-ing questions:
Structure
Does the organisational structure enable or hinder the strategy?
Individuals
Could the loss of job-holders in Stress Points severely impact the business?
How could the risks be reduced?
Are individuals matched to the roles undertaken?
What can be done to ensure the highest potential people or those occupying critical positions stay with the organisation?
Talent Pool
What are the likely consequences of under-utilised or over-stretched resources?
Is there a bunching of talent with a number of people capable of working at a higher level where opportunities are limited?
Could this lead to a loss of high potentials?
Does the Succession Contingency Index indicate that there is sufficient internal cover should a position become available?
Is their sufficient internal resource to meet the growth ambitions?