Warsaw Equity Group

Human Capital

People are the ultimate competitive advantage

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Talents management
Organizational maturity
Change management

Performance

• Defining HR strategy
• Management by objectives
• Performance management
• Performance-based compensation model

• Talent acquisition
• Recruitment based on values

• Assessing and developing an organization's skills
• Building an organizational structure that supports strategic objectives

• Support in the process of defining and managing change
• Establish a map to success

People

• Assessing leadership skills
• Strengthening management teams

• Talent assessment
• Implementation of a talent management process: talent development, succession planning
• Potential and career management

• Leadership Development
• Managing employee engagement

• Building change management skills
• Forming change management teams

Culture

• Identification of the organization's values
• Identification of current organizational culture
• Employer brand analysis

• Defining desired behaviors
• Strengthening team effectiveness - evaluation and development

• Strategy and action plan
• Measuring and monitoring culture change

How we work?

A conscious approach to human capital management directly impacts the performance of every organization. That is why we decided to create an HR function at WEG in 2020.

How can WEG HR support your organization on its journey?

  • Facilitate the process of increasing your organization’s maturity
  • Implementation of basic human capital management tools
  • Support in establishing values and defining organizational culture
  • Identification of development needs for key executives
  • Coaching and mentoring of leaders

Organisation maturity index

Maturity level
Processes
Governance
Structure

Maturity level

Initial

Processes

  • Inconsistent
  • Unconnected
  • Focus on immediate outcomes
  • No process-oriented approach
  • Activities overlap

Governance

  • Simple and vertical organizational chart
  • Informal control system
  • No clear strategy
  • Informally established responsibilities
  • No accountability

Structure

Initial Implementation

Maturity level

Emergent

Processes

  • Unstandardized
  • Uncoordinated
  • Process improvement initiatives
  • Activities planned
  • Expectations defined

Governance

  • Internally oriented structure
  • Task oriented individuals
  • Task oriented working groups
  • No policies and procedures
  • Ambiguous process flow
  • Restrictive mentality
  • Decentralized decision-making

Structure

Transitional

Maturity level

Structured

Processes

  • Controlled
  • Well-coordinated
  • Structured
  • Defined process flows
  • Upgraded process activities

Governance

  • Strategic objectives and direction
  • Input for targets and objectives
  • Flexible initiatives
  • Established procedures
  • Well-articulated policies
  • System manuals
  • Solid team structures
  • Decision-making committees

Structure

Inconsistent

Maturity level

Integrated

Processes

  • Dynamic
  • Cross-Functional
  • Streamlined
  • Efficient
  • Waste-reducing
  • Integrated support and operational processes

Governance

  • Interactive control systems
  • Active monitoring of results
  • Mapping processes
  • Governance framework

Structure

Homogeneous

Maturity level

Optimized

Processes

  • Re-engineered
  • Re-oriented
  • Transparent
  • SMART initiatives
  • Dynamic process review
  • Use of root-cause analysis

Governance

  • Internalized mission, vision and values
  • Flexible interfaces
  • Multi-disciplinary skills
  • Autonomous structures
  • Empowered teams and individuals
  • Leadership style based on delegating

Structure

Sustained & Aligned