M M Bagali, PhD, HR, HRM, Research, Management, India, Empowerment Strategies, SHRM, Projects, OD, OB, Doctorate, …….
Dr. M M Bagali / email@example.com / firstname.lastname@example.org Page 1Page | 1Dr. MM Bagali/ AHRB ProjectAHRB Fellowship Project onCODA- Certified OrgansitionalDevelopment AnalystDr MM Bagali, PhDResearch and Professor, Strategic HRM,JAIN University, Indiamm.email@example.comSpecimen questionnaire for understanding ODThis is the Questionnaire to understand theBest Practices in the Organisation,relating to development of theorganization. These questions try tounderstand the importance of OD practicesthat are part of developing theorganizationKindly help me in expressing your views andopinions on these areas. I am sure, yourexperience in HR and association with theorganization will help us understand thepractices on Macro level.This is part of the project under the AsianHR Board Fellowship in HR project…….
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 2Page | 2Leadership1. What is that the Organization Philosophystands on?2. How is that the Vision / Mission and Valuestatement prepared?3. How is that the Vision, Mission and Value areimbedded and practiced? Cite few examples.4. Is there any alignment with Vision, Missionand Value and the performance parameters?5. What are the best practices and Ethosfollowed?6. How are the Corporate Governance practicesreflected at work place?7. How are unethical practices dealt with? Whatextent are unethical behavior seen seriously andactions taken per se.
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 3Page | 38. What are the CSR activity taken in which areaand the expenditure? Does organization has apolicy on CSR? If so, how is it derived /developed?Strategic Planning1. How is the strategy for the organizationdeveloped here? What is the exercise done?2. How is/are objectives of the organizationdone/ formulated? What parameters and the data gointo such exercise?3. Once the strategy are prepared and put inplace, what is the methodology and mode that itis taken forward?4. How are the KRA/KPA measures?Customer & Market focus1. How do you capture market knowledge andupdates for the organization?
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 4Page | 42. What is the ways/methodology toknow/understand customers?3. What is the mode of getting customer feedback? How do you use such data later for yourstrategic planning?4. What are the methods of knowing customersatisfaction Index and retaining your customerstrategy?Measurement / Analysis /Knowledge Management1. What is the index and matrix of measuringorganizational performance?2.What is the methodology followed formeasuring and analyzing organizationalPerformance?3. How is “Knowledge” developed in theorganization?Workforce Focus
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 5Page | 51. What is the way through which the Employees`are engaged?2. How are the employees` developed and trained3. What are the training programs impartedinternal and externally?4. Are the workplace climate surveys undertaken?If yes, how is it done? If no, why such needis not felt?Process Management1. How are the skills and competency developed?2. How are the competencies managed further?
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 6Page | 6Results1. How are Results measured and the parameters(areas)?2. What are the ways through which we getcustomers?3. How do we measure financial performance andvalue of the organization in the market?4. How do you measure the employee results?5. How do you measure the Leadership results?
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 7Page | 7PCMM Model assessment of theO r g a n i s a t i o nLevel 1 and 2Sl. NoProcess Area Level of MaturityAction to beTakenRemarks1 Work Environment Appropriate WorkEnvironment existsWith systems atplaceNeed to cut fewunnecessarymeetingsLevel12 Communications Cordial SocialEnvironment withSharing ofInformationthrough MeetingsTop-Dawncommunication iseffectiveNil Level13 Staffing Effective policyExists inRecruitment andSelection areasof FacultyA committee existsfor shortlisitngthe candidatesInduction of facultyis not done on largescalesOut side expertsshould be calledforin selection offacultyInduction of Newfaculty should bedoneon Macro levelLevel14 PerformanceManagementLow in setting KRA andKPA are to bedefined to alllevels of facultyin all areas ofteaching,viz: Teaching,Research,Consultancy,Extension andIndustry-InstituteinterfaceSet KRA andKPA, with timelinedeadlinesLevel1
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 8Page | 8Monitoring ofPerformanceis done regularlyand continuously5 Training No formaltraining is done forIn coming facultyNo such formalrefreshingcourse is donefor alreadyexisting facultyTo have formalOrientation andrefresher course forteachingcommunityLevel16 Compensation VariableCompensationpay is designedExtra paymentsare done in termsof extracontributionNil Level1Level 31 KnowledgeandSkillsAnalysisNo suchformalKnowledgeandSkillsAnalysismodel orexercise existsBased on CVor Bio dataand feedbackfrom students,an picture ofKnowledgeandSkills Analysisis generatedA model orformat or formto be generatedThis form willHave the dataof existingKnowledgeandSkills Analysisand theneededareas ofimprovementsLevel22 WorkforcePlanningEach dept willsend therequiredworkforceNil Level3
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 9Page | 9for the comingyears3 CompetencydevelopmentIn-housetraining arenot visibleOut sideoppournity forcompetencyenhancementanddevelopmentin the subjectinterms ofconference,seminarsand workshopare part aredoneNeed tohave adefinedCompetencyDevelopmentExerciseLevel24 CareerDevelopmentTo developthe skillsneeded andcareeradvancementare at placeVariousinitiativesareimplementedand practicedNeed to haveVariablepaymentsandcompensationLevel3Level 41 Mentoring Mentor-Menteepracticesare doneand meetingsin this regardareheldRecords ofthese outcomes aremaintainedShouldbe onregularbasisLevel42 Team Building Goals andobjectivesNil Level4
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 10Page | 10of each dept,person arecommunicatedTeam basedactivity andwork isreflected inday today work3 Team BasedPracticesTeam workingis part of daytoday activity,and wheneverneeds exists,team is partof all suchactivityNil Level44 OrganizationalCompetencyManagementNo formalmodel orformat existsTherehas to bea Formatandexercise forOCMLevel25 OrganizationalPerformanceAlignmentYes,performanceresults andanalysis isdone regularlyandintensivelyNil Level4Level 51 PersonalCompetencyDevelopmentEvery facultyhas a planto write,selfdevelopmentareas tolook at,improvementareas, andhow toreach theseareasNil Level52 Coaching No suchMonetaryrewards areFor anyextra workin coaching,Level2
Dr. M M Bagali / firstname.lastname@example.org / email@example.com Page 11Page | 11given monetarybenefitshave tobe there3 ContinuousWorkforceInnovationsEmpowermentin all areas isnot reflectedOne can have /PracticeinnovativePracticeswithinThe definedAreas, per se.FreedomIn all areasBenefitingOrganisationHas to bepracticedLevel3Get connected to know more: firstname.lastname@example.org