A Cultural Transformation Proposal

7/31/2019 A Cultural Transformation Proposal

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FOSTERING EMPLOYEE CULTURAL

TRANSFORMATION FECT 2012-ENGINEERING PARADIGMS OF EMPLOYEE EFFECTIVENESS


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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) Objectives2) Methodology3) Deliverables4) Project Road Map & Commercials5) Credentials of Resource Persons


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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 becomeabolitionists 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 highermotivation amongst employees.

6. Developing attitude of professionalism and result orientation that is based on accepting responsibility andaccountability.

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 handholding amongst senior stakeholders.

10.Developing outline of deliverables and create the roadmap for the project wherein different interventions wouldbe implemented to achieve intended objectives.


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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 GroupDiscussions, Employee Engagement Survey,Data Collection through structured questionnaire and analysis.


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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?


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PART THREE: EMPLOYEE ENGAGEMENT SURVEY

EES would include questions ona) Organization Culture

1) Freedom of Expression2) Creativity3) Conflict Resolution4) Respect/Fairness

b) Employee Development1) Training & Development opportunities2) Career opportunities

c) Work Relationshipsd) Enabling Environmente) Job Satisfactionf) Performance & RecognitionPART FOUR: Comparing HR systems and policies of XYZwith two benchmark organizations and conducting GapAnalysis.


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DELIVERABLES

DESIGNING OF COMPETENCY MAPPING MODELS

1) Developing Competency statements for Star Performers across all job bands (Detailed description of thecompetency based on the indicators).

2) Conducting BEI Structured Interviews to understand and define required levels of competency for each jobband.

3) Conducting Assessment centers to document the attributes and behaviours required for enhancement oforganizational effectiveness

4) To provide feedback to the participants about the competencies that have been assessed and where theystand.

5) Submission of detailed report of the competencies assessed and also the development plan for thedevelopmental areas.

6) Designing of Competency Mapping Models- Technical & Behavioural7) Alignment of Competency models across different Job Bands.


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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 Stakeholdersc. Motivational Interventions for Young Stakeholders

Module 2

Motivational Interventions for Self Development forTechnician Staff to encourage them to utilize their time for productive purposes.

Module 3

Personality Development Interventions forAdministration & Allied cadre staff members

Module 4

Counseling & Feedback Interventions


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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.


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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

FGDs Behavioral Interviews

/Assess. Centers

Engagement Survey Design

/administration

Benchmark Analysis/Data

analysis

HR Meetings/top mgmt

meets

Behavioral Interventions(Module 1)

Module 2

Module 3 & 4

Follow Up Counseling

Sessions

Way Ahead- deciding the

Road Map/Fixing Execution

Points

1 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

1) Every Week for week no 1 to week no 14 means Two half man day of Yajnaa Team (total 14 man days)2) Week no (15-25) mean 22 full man days of Yajnaa Team3) 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 INTERVENTIONSModules/Wor

kshops

Theme Objectives Methodology Participants Duratio

n

Module 1 Transactional Analysis &

Johari Window

To create an environment where smooth

interactions, effective interpersonal relations

and respect for each other.

Experiential/Role Plays/Case Studies/Business

Games

Senior

Stakeholders

4 half man

days per

batch

Emotional Intelligence &

Systems Thinking

To create an environment where smooth

interactions, effective interpersonal relations

and respect for each other

Psychometric Testing/Demonstration/Video

Clips/Business Anecdotes/Stories/Role

Plays/Case Studies/Lecture/Interactions

Young

Stakeholders

3 half man

days per

batch

Leadership, Counseling &

Decision Making Skills

To sensitize and transfer Leadership,

Counseling & Decision Making Skills

Role Plays/Video Film/Exploration Exercises/

Case Studies/Focused Group

Discussions/Article Analysis

Top

Managemen

t/Senior

Stakeholders

3 Half

man days

per batch

Conflict Management &

Creative Thinking Skills

To equip participants with Conflict

Management & Creative Thinking Skills

Models/ Group Exercises/Business

Games/Quiz/Presentations/Role Plays/Video

Clips/Interactive Lectures

Young

Stakeholders

4 Half

Man Days

per batch

Module 2 Mentoring Skills To impart participants with Mentoring Skills Business Game/Business Examples/Role

Plays/Case studies/ Discussions/PPT

Senior

Stakeholders

2 Half

Man Days

per batch

Self Motivation & Self

Realisation

To empower participants & to help them

explore their inner worth and passion

PPT/Stories/Exploration Exercises/Role

Plays/Case Studies/Video Clips

Young

Scientist

2 Half

Man Days

per batch

Knowledge Management ,

Action Orientation

Interventions (Gyan Yoga &

Karma Yoga)

To ignite passion for updation & potential

exploration amongst the Stakeholders

The Gita Shlokas/PPT/Video

Clips/Stories/Demonstration/Role

Plays/Lecture

Senior and

Young

Stakeholders

3 Half

Man Days

per batch

Self Empowerment & Self

Management

To encourage them to explore their inner

worth and time for productive purposes

PPT/Stories/Exploration Exercises/Role

Plays/Case Studies/Video Clips

Technician

Staff

2 HMDPB

Module 3 Personality Development &

Communication Skills

For holistic development Presentations/Video Clip/Real Life stories

/Exercises/Fun Games/Case Studies

Admn &

Allied cadre

/staff

4 HMDPB

Module 4 Follow Up, Feedback &

Counseling Sessions (RAI

Model (Retention,

Application, Impact)

To help participants cement, transfer and

sustain learning

One to One and Small Group Sessions All

Stakeholders

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 inputsfrom 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 acquiredknowledge, 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.

A Cultural Transformation Proposal

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