CORPORATE LEADERSHIP COUNCIL

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Process Mapping Guidelines

Determining Optimal Organizational Design
Executive Brief

April 2009

CLC1781265

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

TABLE OF CONTENTS
This brief discusses what process mapping is, why it is an important process step in organizational design, and how to effectively use it.
Additional information is provided on typical HR processes, process mapping tool vendors, and decision variables for balancing central and
business unit HR roles.

Introduction to Process Mapping ...............................................................................................................................................................Page 3

Business Case for Including Process Mapping in Organizational Design Analysis..................................................................................Page 4

Process Mapping Guidelines......................................................................................................................................................................Page 5

Appendix A: Common HR Processes.......................................................................................................................................................Page 6

Appendix B: Process Mapping Tool Vendors ..........................................................................................................................................Page 7

Appendix C: Decision Variables for Balancing Central and Business Unit HR Roles ............................................................................Page 8

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

INTRODUCTION TO PROCESS MAPPING

Process mapping (also called business process re-engineering) is a method for documenting the actions and decisions associated with a business process or function.
Some organizations assemble temporary task forces to conduct process mapping in order to inform organizational redesign, while others assign this responsibility to the
Organizational Design / Organizational Effectiveness function, the Six Sigma function, or the Lean HR function. To capture and analyze processes, these groups frequently
use flowcharts that use graphic symbols to depict the nature and flow of steps in a process. Figure 1 below identifies the symbols typically used in process maps and Figure 2
illustrates a sample process map based on typical responsibilities of the learning and development function:
Figure 1: Basic Flowchart Symbols Used in Process Maps

Figure 2: Sample Process Map Based on Learning and Development Function Responsibilities
Determine organizational
capability requirements

Starting Point / End Point

Assess
employee
capabilities

Process Step

Decision Point

Do employee
capabilities
match
organizational
capabilities?

YES

Process Continuation

Connection to Different Page

Schedule reevaluation of gap

between organizational
capability requirements and
employee capabilities based
on strategic planning timeline

NO

Develop learning solutions to

fill gap between employees
current capabilities and
organizational capability
requirements

Work with subject matter

expert and instructional
designer to design learning
solution

Deliver learning solutions to

select employees

Evaluate learning
solution effectiveness

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

BUSINESS CASE FOR INCLUDING PROCESS MAPPING IN ORGANIZATIONAL DESIGN ANALYSIS

1234,5,6,7

Instead of Only Benchmarking Competitors

Organizational Charts

Organizations Should Understand the

Processes Behind Their Own Structure

...and Implement New Processes to Support

Organizational Strategy.

The goal of organizational redesign is to create a

more effective department or organization. At the
start of the redesign process, many design teams
first look at peer and competitor organizational
charts. While an important step, this should not be
the first, because organizational charts alone do
not reveal how efficient organizations function,
but instead, only reveal how reporting relationships
are structured.

Instead of analyzing other organizations reporting

relationships, redesign processes should begin with
a study of the processes that employees follow,
the order in which they occur, and the parties
2
involved. A thorough examination of processes in
use at your organization will help to identify
inefficiencies.3

With a clear understanding of organizational

strategy, organizations can design processes to
support the strategy. Organizational structure can
then be redesigned based on employee
interactions in these newly identified
4,5,6,7
processes.
Benchmarking other organizations
structures and reporting relationships is helpful at
this stage to generate ideas of options for the new
design.

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

PROCESS MAPPING GUIDELINES

In mapping departmental processes, the goal is to understand the processes that employees are currently following in their day-to-day jobs, determine how they differ from the
processes proscribed by current policy, and finally, decide if the processes currently in use support department and overall organizational strategy. The output is a set of
8
process maps for all of the processes within a given department or function upon which organizational structure can be based. To map these processes, organizational
design teams should follow the steps outlined in Figure 2
below: 9,10,11
Figure 3: Steps Required for Process Mapping
STEP 1:
Identify Processes
to Map

STEP 2:
Identify Process
Participants

Identify which department or function you

plan to analyze for potential reorganization
and identify all of this groups
responsibilities, then map the processes
associated with these responsibilities.
(See Appendix A for common HR
processes.)

STEP 8:
Implement
New Processes
When implementing new
processes, make sure to
manage the change
properly through employee
communication, training,
and ongoing support.
(For resources on how to
properly manage change,
please visit the Councils
Change Management
Topic Center.)

Identify all of the people involved in each

process, and, if possible, convene this
group to conduct facilitated brainstorming
sessions for increased accuracy and
creativity. If group sessions are not
possible, interview each participant
regarding his/her steps in the process.

STEP 4:
Order the Steps
and Decision Points

Document each step in the process, as well

as the points at which a participant has to
make a choice that will affect what steps
he/she takes next. Important steps to keep
in mind are handoffs of work from one
participant to the next and deliverables that
are created. (See Appendix B for
information on vendors to aid in process
mapping.)

After documenting all of the steps and

decision points, order them chronologically
and apply flow chart symbols and directional
arrows, as detailed in Figure 1 on the
previous page. (See Page 6 for an
example.)

STEP 6:
Design
New Processes

STEP 7:
Determine Ownership
of Processes
After designing the new
processes, allocate
responsibility for each
process to central HR or to
business unit HR.
(See Appendix C for
decision variables for
balancing central and
business unit HR roles.)

STEP 3:
Document Steps
and Decision Points

When applicable, redesign inefficient processes based on the following principles:

Ensure processes support departmental and organizational strategy to
eliminate unnecessary activities.
Have end users of the process perform the process to ensure that the end
product meets the original specifications.
Link parallel activities instead of integrating their results to avoid spending
time and resources on integrating deliverables at the end.
Put decision points where the work is performed and build control into the
process to avoid the redundancy of having another department/unit/person
conducting quality control.
Treat geographically dispersed resources as though they were centralized
by using databases, telecommunications networks, and standardized
processing systems to decrease the differentiation between remote and
centralized employees.

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

STEP 5:
Analyze Maps
for Inefficiencies
Examine each process step and
decision pointLook for bottlenecks,
redundancies, and poor definition of a
step; poorly defined steps leave room
for interpretation and variance in
fulfillment.
Assign each step a cost and/or
value-addDoes the step add value?
Can a step be eliminated? Closely
scrutinize steps that produce only a cost
and add no value.
Decide if any decision points can be
eliminatedDecision points can be
significant bottlenecks.
Examine each rework loop in the
process mapCan the loop be
shortened or eliminated?

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

APPENDIX A: COMMON HR PROCESSES

The following figure outlines the processes typically managed by the various functions of HR:
Figure 4: Common HR Processes
Talent Management
Learning & Development
Assessment of organizational development
needs
Design of development solutions
Delivery of development solutions
Identification and development of high-potential
employees and succession candidates
Management of vendor relationships
Organizational Development / Organizational
Effectiveness
Change management
Evaluating and improving employee engagement
Evaluating and improving organizational culture
and values
Organizational design
Performance management
Process improvement
Workforce planning (sometimes with Recruitment
/ Staffing)
Recruitment / Staffing
Candidate screening, assessment, and selection
Employee onboarding
Job posting
Requisition and job description creation
Workforce planning (sometimes with OD / OE)
Diversity
Development of diverse leaders
Maintenance of a diverse workforce through
recruitment and retention strategies
Measurement of diversity initiatives success
Promotion of supplier diversity

HR Operations
HRIS / HRIT

Internal customer technical support

Leveraging of combined HR and technical
expertise to improve service capabilities
Management and expansion of HRIS capabilities

Employee Relations
Compliance
Ensuring organization and employees
comply with HR policies and processes,
and federal and state regulations
Investigation of noncompliance and discipline
of transgressors
Management of employee hotline

Rewards, Compensation, & Benefits

Grievances & Employee Assistance

Management of monetary rewards for work

performed in the form of wages, salaries,
and stock options
Management of non-monetary rewards in the
form of benefits and equity compensation

Data analysis of employee relations trends

Management of disability leave
Management of employee disputes and
grievances
Management of work-life programs
Training of other HR staff in how to handle
employee disputes and grievances

Workforce Analytics
Definition, tracking, and analysis of human capital
metrics and measurements
Regular reporting to internal clients

Health, Safety, & Environment

Management of security and information
protection
Planning, implementation, and coordination
of occupational safety, health, industrial
medicine, and disability management

Communications
Internal communication of the following:
Compensation and benefits policies and
programs
Employee engagement or climate surveys
Reward and recognition programs
Organizational policies, news, and change
Training and career development opportunities
Service Center
Management of transactional, administrative,
and typically standardized HR services (e.g.,
records maintenance, employment verification,
and escalated internal customer service support)

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

Line Partnership
HR Business Partners
Addressing of human capital problems when
they arise
Measurement and communication of HR
policy
Management of conflicts and politics that
arise in the line
Support of line leaders in strategic talent
management

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

APPENDIX B: PROCESS MAPPING TOOL VENDORS

The key benefits that enterprises typically realize through the deployment of Process Mapping (or Business Process Modeling (BPM)) tools include enhanced business
modeling and business process analysis capabilities. The BPM tools also improve business process knowledge and business process practice sharing among employees
12,13,14
through the Web. The following table describes the key features of BPM tools and which vendors provide each feature:
Figure 5: Key Features of BPM Tools and Related Vendor Offerings
Vendors
Features

Process Modeling

Design Diagrams Import and ExportImports and exports business process information and unified
modeling language (UML) or object models from central repository through Microsoft Office Visio, an
information modeling software to create a multidimensional and end-to-end view of business processes.

EMC

IDS Scheer

iGrafx

Lombardi

MEGA

Orbussoftware

Proforma

Object TraceabilityProvides users access to all objects and links constructed within models, thereby
enabling them to view different objects and their relationships.
Processes-Linked Data ManagementIntegrates business data models with business processes through
technical design models such as UML or class diagrams, thereby describing business entities required by
business activities and business rules.

Process
Evaluation

Collaboration
and Search

Workflow Information TransferProvides detailed information about process owners and automates the
transfer of project milestones and low-level activities from high-level process maps to the workflow model.
Collaborative Work EnvironmentProvides a collaborative environment for users to share information,
version documents, request help from others, and view tasks in the process diagram.

9
9

9
9

Search Engine CapabilityOffers search engine capabilities to search and organize work by processes.

Process OptimizationEvaluates business processes and suggests process improvements.

Process SimulationProvides a simulation environment for testing and verifying business processes,
thereby enabling business users to create multiple what-if scenarios for a single process and compare
multiple process designs to estimate optimal design.

Modeling Language SupportSupports multiple modeling languages such as unified modeling language (UML),
business process modeling notations (BPMN), and business process execution language (BPEL).

To access the full vendor profile of BPM Tool Vendors, members of the Corporate Leadership Councils sister program, the Applications Executive Council, can click on the link below:
Business Process Modeling Tools, Applications Executive Council, July 2007
https://www.aec.executiveboard.com/Members/ResearchAndTools.aspx/100075457
This report provides a comparative feature analysis of seven vendors offering Business Process Modeling (BPM) Tools and illustrates the key features and functionalities offered by these tools.
This report also highlights testimonials from companies that have successfully deployed BPM tools.
Not a member of the Applications Executive Council? Contact the Member Support Center at +001-866-913-6447 or EXBD_Support_HR@executiveboard.com for information on joining.

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

APPENDIX C: DECISION VARIABLES FOR BALANCING CENTRAL AND BUSINESS UNIT HR ROLES
When positioning HR processes along the centralized/decentralized spectrum, organizations should evaluate several key variables to allocate responsibility to central and
business unit HR accordingly, as detailed in the table below:
Figure 6: Decision Variables for Structuring HR Processes
Centralized

xv

Decision Variable

The process is highly strategic and important to the organizations goals

The company has a uniform staff profile

Strategy

Decentralized
The process does not have a large impact on business strategy or goals
The company has a highly varied staff

Employee Profile
Technology/Resources

Standardized technology can produce economies of scale

Customized technology is needed

Compliance

The business environment requires a high level of regulation

Little specialized business knowledge is needed; the process is generic and static

Business Expertise

The business environment requires little to no regulation

Specialized business knowledge is needed; the process is unique and dynamic

Council research illustrates that, by examining the above key variables, many organizations are increasingly centralizing their HR processes to maximize efficiency and quality
while controlling costs. That said, organizations should determine the role of central and business unit HR groups to capture the efficiencies offered by centralization while still
ensuring local flexibility. The figure below illustrates the roles of central HR and business unit HR for several HR processes:
Figure 7: Roles of Corporate and Business Unit HR in HR Processes
HR Process
Recruiting

xvi,xvii

Compensation
xviii

Training

xix

Employee
xx
Relations
xxi

Policy

Typical Structure
Centralized/HybridBenchmarking data from the Recruiting
Roundtable, a sister program to the Council, indicates that 61% of those
member organizations have centralized recruiting structures, 20% had
hybrid structures, and only 8% had decentralized recruiting structures.
Centralized/Decentralized (Increasingly Centralized)
The Compensation Roundtable, a sister program to the Council, found
that organizations are currently evenly split between centralizing and
decentralizing compensation functions. However, in the next five years,
the majority of organizations that are currently moderately centralized
and decentralized intend to become more centralized.
Increasingly Centralized/HybridResearch reveals that training is
becoming increasingly centralized due to increases in technology that
allow organizations to easily control the message, leverage economies
of scale, and measure the impact of training.
DecentralizedA decentralized structure for employee relations (ER)
allows companies to accommodate differences in geography and
employee demographics.
HybridOrganizations typically have a strong central HR group
responsible for overseeing HR policy globally and an equally strong
business unit HR group responsible for ensuring the applicability of the
content and tone of global HR policies.

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.

Role of Corporate HR
Central HR is responsible for setting recruiting strategy,
as well as the administration and coordination of recruiting
efforts. Advances in technology allow organizations to save
resources by centralizing these parts of the recruiting process.

Role of Business Unit HR

Companies may decentralize the interviewing and
hiring of individuals because business units are
better equipped to determine the proper candidate
for each position.

Central HR is responsible for setting compensation philosophy

and strategy, as well as any components of compensation that
are typically consistent organization-wide, such as long-term
incentives.

Business unit HR is responsible for accommodating

compensation differences by collecting market data,
performing pay calibration, and ensuring
compliance with local laws.

Central HR is responsible for setting the training strategy,

developing the training infrastructure, designing the training
content, and measuring training results.
Central HR is responsible for setting policy, supplementing
legal information, providing guidance when needed,
and assessing ER trends across the organization.
Central HR is responsible for ensuring all HR policies adhere to
the corporate values. In addition, corporate HR should ensure
that policies do not conflict, are legal, and are not redundant.

Business unit HR is responsible for delivering

training, ensuring employees receive the correct
training for their development, and advising
corporate HR on training content specific to the
business unit.
Business unit HR is responsible for following local
employment laws, processing grievances/disputes,
and training line managers about ER issues.
Business unit HR is responsible for researching
local laws and customs to ensure that HR policies
will be well-received and can be easily applied to all
employees.

PROCESS MAPPING GUIDELINES

EXECUTIVE BRIEF

NOTE TO MEMBERS: This project was researched and written to fulfill the research request of several members of the
Corporate Executive Board and as a result may not satisfy the information needs of all member companies. The
Corporate Executive Board encourages members who have additional questions about this topic to contact their research
manager for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies
of the organizations they represent.
PROFESSIONAL SERVICES NOTE: The Corporate Leadership Council (CLC) has worked to ensure the accuracy of
the information it provides to its members. This project relies upon data obtained from many sources, however, and the
CLC cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, the CLC is not engaged in
rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on
any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate
professional. Neither Corporate Executive Board nor its programs are responsible for any claims or losses that may arise
from any errors or omissions in their reports, whether caused by Corporate Executive Board or its sources.

Sargent, Alison, and Tim McConnell, "Practical Approaches to Organizational Design," CNA Management (February 2008). (Obtained through EBSCO).
Payroll Manager's Report, "Strategic Planning in the Payroll Department," Payroll Manager's Report (September 2008). (Obtained through EBSCO).
3
Sargent, Alison, and Tim McConnell, "Practical Approaches to Organizational Design."
4
Mobrman, Susan Albers, "Designing Organizations for Growth: The Human Resource Contribution," Human Resource Planning (2007). (Obtained through EBSCO).
5
Sargent, Alison, and Tim McConnell, "Practical Approaches to Organizational Design."
6
Kaplan, Robert S. and David P. Norton, "How to Implement a New Strategy Without Disrupting Your Organization," Harvard Business Review (March 2006). (Obtained through EBSCO).
7
Hammer, Michael, Reegineering Work: Dont Automate, Obliterate, Harvard Business Review (July-August 1990).
8
Hedge, Arthur, "The Modeling of Business Processes," infonomics (March/April 2006). (Obtained through EBSCO).
9
Corporate Leadership Council research.
10
Hedge, Arthur, "The Modeling of Business Processes.
11
Hammer, Michael, Reegineering Work: Dont Automate, Obliterate.
12
CIO Executive Board, Business Process Modeling Tools Vendors, Washington: Corporate Executive Board (July 2007).
13
Peyret, Henry and Colin Teubner, "Business Process Modeling Tools, Q3 2006," http://www.forrester.com/Research/Document/Excerpt/0,7211,38926,00.html (September 29, 2006).
[Accessed 26 September 2008].
14
Vendor Web sites.
xv
Corporate Leadership Council, Structuring HR to Optimally Serve Clients in a Globally Dispersed Organization, Washington: Corporate Executive Board (February 2005).
xvi
Corporate Leadership Council, Centralizing the Recruitment Function, Washington: Corporate Executive Board (May 2005).
xvii
Recruiting Roundtable, rIQ Benchmarking Center, Washington: Corporate Executive Board (2007).
xviii
Corporate Leadership Council, Managing Global Compensation, Washington: Corporate Executive Board (March 2006).
xix
Corporate Leadership Council, Benchmarking the Training Function, Washington: Corporate Executive Board (September 2004).
xx
Corporate Leadership Council, Employee Relations Management and Administration, Washington: Corporate Executive Board (September 2005).
xxi
Corporate Leadership Council, Employee Relations Management and Administration.
2

CLC1781265 | 2009 Corporate Executive Board. All Rights Reserved.