FOSTERING EMPLOYEE CULTURAL TRANSFORMATION FECT 2012

-ENGINEERING PARADIGMS OF EMPLOYEE EFFECTIVENESS

OUR UNDERSTANDING OF THE NEEDS OF

INTRODUCTORY NOTE
XYZ work in challenging environments requiring concerted co-ordination and good interpersonal relationships with colleagues. In the backdrop of increasing complexity and uncertainty of organizational life, it is imperative to develop interpersonal skills, build effective relationships and successfully engage stakeholders. It is quintessential to enhance manpower productivity across all levels so that human resources at XYZ are optimally utilized. Given the quality of manpower and ever expanding expectations from XYZ mean that XYZ works in synchronization with complete systems thinking and snap shot and fragmented thinking would put a dent on the cohesiveness. Self-Motivation, leadership, initiative, innovative thinking, ownership, tolerance towards imperfections in the system whilst constantly striving to perfect them would egg upon the organizational stakeholders to become active participants of the whole process at XYZ. To achieve the intended objectives this proposal has been developed. It constitutes the following domains 1) 2) 3) 4) 5) Objectives Methodology Deliverables Project Road Map & Commercials Credentials of Resource Persons

OBJECTIVES
Interventions by Yajnaa at XYZ should address the following issues/areas 1. Identification of priority areas for any planned HR and OD intervention across XYZ. 2. Managing XYZ talent to drive superior performance. 3. Introducing competency mapping and competency enhancement measures as workshops and interventions to equate performance with the potential of scientist at XYZ. 4. Facilitating XYZ stakeholders to create and sustain pragmatic and altruistic environment where they become abolitionists of anachronistic cultural practices thus paving the way for synchronized and solution centric work behavior. 5. Introducing interventions that create a feeling of ownership and sense of belongingness that leads to higher motivation amongst employees. 6. Developing attitude of professionalism and result orientation that is based on accepting responsibility and accountability. 7. Developing personality of Administration & Allied cadre staff members. 8. Striving for creating an environment where people do not crib against inherent shortcomings and be more solution centric. 9. Working to root out ageist thoughts from amongst junior stakeholders and plant seeds of mentoring and hand holding amongst senior stakeholders. 10.Developing outline of deliverables and create the roadmap for the project wherein different interventions would be implemented to achieve intended objectives.

METHODOLOGY
PROJECT SETUP STAGE PART ONE: Conduct meetings with Top Management and HR Team to understand organizational vision,
mission, goals, objectives, employee expectations and expectations from the project. Step I: Detailed study of status of present HR practices by conducting meetings with HR team for two half man days to understand XYZHR practices, XYZ culture, and effectiveness level of the XYZ. Step II: Meeting Director XYZ Step III: Interaction with Senior Scientist which shall include: Ice-breaker or opening up interactive activities, Focused Group Discussions, and Employee Satisfaction Survey administration, Data Collection through structured questionnaire and analysis

PART TWO: In house exploration exercises with frontline stakeholders, technicians and administrative staff
in groups of 10 each. It would include Ice-breaker or opening up games and interactive activities, Focused Group Discussions, Employee Engagement Survey, Data Collection through structured questionnaire and analysis.

FGD SAMPLE QUESTIONS

1) What are your views about organizational goals? 2) What values should XYZ practice and imbibe? 3) What are current communication styles? 4) What are your views on working relationships amongst employees? 5) How are the reporting relationships? 6) What should we Start/Stop/Sustain at XYZ? 7) What prevents potential from being translated into performance?

PART THREE: EMPLOYEE ENGAGEMENT SURVEY

EES would include questions on a) Organization Culture 1) Freedom of Expression 2) Creativity 3) Conflict Resolution 4) Respect/Fairness b) Employee Development 1) Training & Development opportunities 2) Career opportunities c) Work Relationships d) Enabling Environment e) Job Satisfaction f) Performance & Recognition

PART FOUR: Comparing HR systems and policies of XYZwith two benchmark organizations and conducting Gap
Analysis.

DELIVERABLES
DESIGNING OF COMPETENCY MAPPING MODELS 1) Developing Competency statements for Star Performers across all job bands (Detailed description of the competency based on the indicators). 2) Conducting BEI Structured Interviews to understand and define required levels of competency for each job band. 3) Conducting Assessment centers to document the attributes and behaviours required for enhancement of organizational effectiveness 4) To provide feedback to the participants about the competencies that have been assessed and where they stand. 5) Submission of detailed report of the competencies assessed and also the development plan for the developmental areas. 6) Designing of Competency Mapping Models- Technical & Behavioural 7) Alignment of Competency models across different Job Bands.

BEHAVIORAL/ATTITUDINAL WORKSHOPS/INTERVENTIONS
Module 1
a. For enabling smooth interactions, effective interpersonal relations and respect for each other amongst XYZScientist. b. Intervention for Senior Stakeholders c. Motivational Interventions for Young Stakeholders

Module 2
Motivational Interventions for Self Development for Technician Staff to encourage them to utilize their time for productive purposes.

Module 3
Personality Development Interventions for Administration & Allied cadre staff members

Module 4 Counseling & Feedback Interventions

POST TRAINING/INTERVENTIONS FOLLOW UP AND HAND HOLDING

Two weeks post every program/workshop/intervention, our team will contact each participant to monitor their progress and provide some specific counseling to address any issues.

Additional learning tools shall be dispatched to each participant to sustain behavioral change in each participant i.e articles of interest and reference materials such as Dale Carnegies How to Win Friends and Influence People.

Knowledge Sharing Workshops: Several weeks after the program participants would be invited again to discuss what strategies worked and what areas still need improvement. This workshop would be facilitated by trainers and participants would be encouraged to adopt best agreed strategies.

FIXING EXECUTION POINTS AND REINFORCEMENTS

Developing a Road Map/Action Plan Roll of deliverables to be achieved in Term II part of comprehensive project for Enhancing Employee Effectiveness through Cultural Transformation. This would be finalized in consultation with Corporate HR team and XYZ top management.

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WEEK WISE PROJECT PLAN

1 FGDs Behavioral Interviews /Assess. Centers Engagement Survey Design /administration Benchmark analysis Analysis/Data 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

HR Meetings/top meets Behavioral (Module 1) Module 2

mgmt

Interventions

Module 3 & 4

Follow Sessions

Up

Counseling

Way Ahead- deciding the Road Map/Fixing Execution Points 1) Every to the Top Presentation Week for week no 1 to week no 14 means Two half man day of Yajnaa Team (total 14 man days) 2) Week Management no (15-25) mean 22 full man days of Yajnaa Team 3) Week no (26-30) mean two half man days per week 5 man days

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DETAILS OF MODULES(1-4)/WORKSHOPS/OD INTERVENTIONS

Modules/Wor kshops Module 1 Theme Transactional Analysis & Johari Window Emotional Intelligence & Systems Thinking Leadership, Counseling & Decision Making Skills Objectives To create an environment where smooth interactions, effective interpersonal relations and respect for each other. To create an environment where smooth interactions, effective interpersonal relations and respect for each other To sensitize and transfer Leadership, Counseling & Decision Making Skills Methodology Experiential/Role Plays/Case Studies/Business Games Psychometric Testing/Demonstration/Video Clips/Business Anecdotes/Stories/Role Plays/Case Studies/Lecture/Interactions Role Plays/Video Film/Exploration Exercises/ Case Studies/Focused Group Discussions/Article Analysis Models/ Group Exercises/Business Games/Quiz/Presentations/Role Plays/Video Clips/Interactive Lectures Business Game/Business Examples/Role Plays/Case studies/ Discussions/PPT PPT/Stories/Exploration Exercises/Role Plays/Case Studies/Video Clips The Gita Shlokas/PPT/Video Clips/Stories/Demonstration/Role Plays/Lecture PPT/Stories/Exploration Exercises/Role Plays/Case Studies/Video Clips Presentations/Video Clip/Real Life stories /Exercises/Fun Games/Case Studies One to One and Small Group Sessions Participants Senior Stakeholders Young Stakeholders Top Managemen t/Senior Stakeholders Young Stakeholders Senior Stakeholders Young Scientist Senior and Young Stakeholders Technician Staff Admn & Allied cadre /staff All Stakeholders

Duratio n
4 half man days per batch 3 half man days per batch 3 Half man days per batch 4 Half Man Days per batch 2 Half Man Days per batch 2 Half Man Days per batch 3 Half Man Days per batch 2 HMDPB 4 HMDPB

Conflict Management & Creative Thinking Skills Module 2 Mentoring Skills

To equip participants with Conflict Management & Creative Thinking Skills To impart participants with Mentoring Skills

Self Motivation & Self Realisation Knowledge Management , Action Orientation Interventions (Gyan Yoga & Karma Yoga) Self Empowerment & Self Management Personality Development & Communication Skills Follow Up, Feedback & Counseling Sessions (RAI Model (Retention, Application, Impact)

To empower participants & to help them explore their inner worth and passion To ignite passion for updation & potential exploration amongst the Stakeholders

Module 3

To encourage them to explore their inner worth and time for productive purposes For holistic development

Module 4

To help participants cement, transfer and sustain learning

1 HMD per 4 participan ts

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Milestones & Measuring the Results

The training impact evaluation would be very comprehensive. As, we are deliberating on enhancing the performance, we would devise a methodology to measure the impact of the program leading to superior performance. Apart from self-assessment, we would also take the inputs from an individual's senior and devise a mathematical model to quantify it. According to D. Kirkpatrick, leading academics in the field of training evaluation, it is possible to divide evaluations of training impact into different level. Level 1: This evaluation, typically evaluated through a questionnaire at the end of the training, measures the participants satisfaction i.e. did they like the presentations? Were the topics and materials relevant to their work? Level 2: It assesses the extent to which the trainee has enhanced knowledge and/or improved skills or attitudes through the training course. Trainees will be assessed by comparing pretest and post-test results. However, to produce reliable result the tests would be very detailed. Level 3: It will evaluate the extent to which trainee behaviour has in fact changed as a result of the training. It seeks to establish if newly acquired knowledge, skills or attitude are being applied in the working environment of the trainee. It would be done through self-assessments, surveys and interviews of trainees, and their seniors. The evaluation form would be designed to determine the effectiveness of the following: organisation of event; structure of event; content of event; speakers; learning and teaching methodologies; supporting material and documentation (including online training). It would focus on the participants overall satisfaction with the content and delivery of the training. Follow-up communication with selected participants using a detailed questionnaire 3-4 months after the training event. It would focus on how participants have applied any of the knowledge they acquired during the course in their everyday work and how this has benefited their institutions.

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