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Mubeena’s Services                                                                               1

Mubeena’s Services                                                                               2

Mubeena’s Services                                                                   3

Mubeena’s Services                                                                                      4

Mubeena’s Services                                                                              5

Key objectives for ea...
Mubeena’s Services                                                                            6

o   Business Processes:...
Mubeena’s Services                                                                  7

o   Competency Modeling: With an ...
Mubeena’s Services                                                                      8

    both the organisation and...
Mubeena’s Services                                                                                9

o   Work Flexibilit...
Mubeena’s Services                                                                    10

o   Career Choice: In confiden...
Mubeena’s Services                                                                 11

    workshop and coaching session...
Mubeena’s Services                                                                         12

      The following recom...
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HR and OD Consulting Services


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A detailed document outlining the services I provide as an independent consultant or as an Associate to consulting firms in the region.

Published in: Business

HR and OD Consulting Services

  1. 1. Mubeena’s Services 1 MUBEENA’S SERVICES GUIDING PRINCIPLES All services offered by me are in the context of The Organisation Development Model. All service areas are based on my change methodology in relation to The Organisation Development Cycle and Methodology. This means that no matter what service your organisation requires, as a Consultant I would employ the same principles in facilitating your team to obtain the best courses of action. These are the guiding principles and assumptions I work with (‘You’ refers to the person/team/section that is identified as the Client): • All solutions lie within you and it is my job to bring those out in a safe way using an effective process. • I do not make recommendations because I believe you know your organisation better than I do. • My primary responsibility as a Consultant is to facilitate, not dictate. • Work will be done with the involvement of an Internal Change Team of key members of the organisation. • Methodologies for each service will differ from organisation to organisation tailored to their culture. • All the services I offer have an objective to make an impact on the organisation’s business results. • The methodology with every Service Area centers on an interactive team-building process. • I make an assumption that says “if you have to measure change, then it has not created a paradigm shift”. • My goal for you is breakthrough transformation so the organisation does not go back to what it once was. • All my work is founded by an attitude of appreciation and a positive mindset to achieve results. SERVICE AREAS Mubeena’s Services can be summarized as follows in terms of 3 major Service Areas: I. Services in Organisation II. Services in Human Resource III. Services in Individual Development Management Development 1. Foundations 1. Strategic HR 1. Career Purpose ©2007
  2. 2. Mubeena’s Services 2 2. Job Structure 2. Change Management 3. Performance 2. Personal Leadership 3. Culture 4. Training 3. Personal Responsibility 4. Top Management 5. Compensation / Benefits 4. Job Accountability 6. Staffing 7. Wellness SERVICES IN ORGANISATION DEVELOPMENT Services in Organisation Development focus on the 4 Levers of Change: An organisation’s Foundations, its approach to managing Change, its Culture, and the behavior of its Top Leadership Team. They are based on my definition of Organisation Development (refer to Mubeena’s Organisation Development Philosophy). Key objectives related to the 4 Levers are: FOUNDATIONS: Developing an existential philosophy, vision, and direction that will shape your organisation’s future. CHANGE MANAGEMENT: Planning for change whether immediate or gradual and overcoming systemic resistance to it. CULTURE: Assessing core values, norms, and attitudes to create an environment that fosters creative independence for all. TOP MANAGEMENT: Aligning the top team to a common vision, set of goals, and decision-making process. A clear process is jointly created with you culminating in strategic deliverables that include organisation-wide Change Plans. ©2007
  3. 3. Mubeena’s Services 3 ___________________________________________________________ FOUNDATIONS o Philosophy and Ethics: Together we will come up with a solid philosophy that the organisation’s top team would refer to when the big strategic decisions have to be made. Here we answer questions related to why the organisation exists, what it stands for, and what its social responsibility is. o Vision and Aspiration: I facilitate to bring about a clear picture of what the organisation’s vision and aspiration for the future is. This is a vital exercise that creates a smooth pathway for the organisation to ensure business success now and in long-term scenarios. o Mission and Direction: An assessment of the organisation’s current Strategic Plan is carried out and results are compared to its futuristic vision. This would determine whether the organisation is in the right direction and on track with its vision, and a Strategic Change Plan would be created. o Strategic Intent and Goals: We will together create a Strategic Plan based on a statement called the Strategic Intent that defines how the organisation intends to achieve its current mission. Broad and specific organisation-wide goals will be identified to support the Strategic Intent. CULTURE o Core Values: A facilitative process is used to uncover deep beliefs about work ethic, team unity, and individual freedom. We examine socio-cultural values related to interactions between individuals and teams and determine how this affects business relationships with external parties. o Environment: We look at the work environment and whether it is conducive to what the organisation needs to achieve. Questions about whether the cultural environment allows for individual creativity, freedom to express ideas, and the ability to initiate change will be examined leading to a Change Plan. o Norms and Attitudes: Through a unique process, I would help the client realize the conscious and subconscious norms and attitudes entrenched in the organisation. With a Behavioral Reinforcement Plan, current norms and attitudes can become highly positive to bring about renewed spirit. o Politics: By way of observation and confidential group processes, negative politics and power play in the organisation will be assessed. The goal here is to create openness, transparency, and trust within all systems and people with a process that aims to break barriers, eliminate fears, and reduce blame. ©2007
  4. 4. Mubeena’s Services 4 CHANGE MANAGEMENT o Planned Change: I would help the organisation develop a process for effective planning, coordinating, and implementing change that is intended and planned, e.g. new technology. This strategy can then be applied to major impending changes without external assistance thereafter. o Radical Change: Change that is radical in nature, sudden, unexpected, and confronts the organisation with key questions that need to be answered quickly can be facilitated. A good example of this kind of change is a merger or acquisition which requires new communication flow and goals. o Resistance and Readiness: Resistance to change is a major roadblock to organisational success, and this service aims to overcome resistance from all sections of the organisation. The process here is to bring the organisation and the individual to common ground and move from resistance to readiness. o Market-Induced Change: Similar to radical internal change, except that this is propelled from external market factors. Sudden political, economic, and social change might bring about new business rules that now need to be understood internally. Global expansion and new markets are also managed. TOP MANAGEMENT o Leadership Behaviour: A top team-building initiative that looks into current leadership behaviour and how it impacts the organisation’s success internally and externally. A new introspective awareness is brought about with the aim to increase delegation to lower levels and reduce micromanagement. o Team Alignment: I work with the top management team for the purpose to unite each member to the organisation’s philosophy, vision, mission, and goals. The idea is not really for each member to have the same view, but for the team to understand each others’ perspectives and embrace the best one. o Decision-Making: Top leaders of the organisation are facilitated to develop a clear decision-making protocol that would involve looking at the organisation’s philosophy and value-system. This ensures that decisions are taken for the best interest of the organisation instead of individualistic impulses. SERVICES IN HUMAN RESOURCE MANAGEMENT Services in Human Resource Management are divided into seven (7) HR Systems and their sub-systems. These form the internal people-based systems that reflect the 4 Levers of Organisation Development (Refer to Mubeena’s Organisation Development Philosophy). ©2007
  5. 5. Mubeena’s Services 5 Key objectives for each HR System are: STRATEGIC HR: Building a Strategic Human Resource Plan to align HR Systems with the organisation’s business strategies. JOB STRUCTURE: Organizing relevant job positions into a structure that will leverage the impact of all work units. PERFORMANCE: Managing the performance of employees using a fair and just procedure leading to professional development. TRAINING: Meeting knowledge, skill, and ability development needs with job-related training by in-house subject matter experts. COMPENSATION/BENEFITS: Distinguishing the organisation from the competition with a career growth compensation strategy. STAFFING: Ensuring that people with the right talent are always available for key job positions with succession and retention. WELLNESS: Maintaining the well-being of all employees of the organisation to ensure that their needs in the work environment are met. ___________________________________________________________ STRATEGIC HR o HR Management Strategy: I will help facilitate your organisation’s Human Resource Management team to develop a strategy that includes goals for all HR Systems and alignment processes of the systems with Organisation Development objectives in the context of the larger corporate system. o Department Goals: Together we work with each department or business unit of the organisation to create a purpose, mission, strategy, and goals in order to meet the larger organisational business goals. Each department or business unit will be assessed in terms of each HR Systems’ strategies. ©2007
  6. 6. Mubeena’s Services 6 o Business Processes: An assessment of the organisation’s internal business processes with the involvement of a change team, including communication and workflow audits, is offered here to bring in increased efficiency, transparency, and speed into the work environment. o Policies and Procedures: A joint review of the organisation’s current Human Resources policies and procedures would be facilitated and recommendations for changes will be in the form of confidential employee feedback about how policies affect their job performance and well-being. JOB STRUCTURE o Organisation Structure: The current layout, hierarchy, and structure of the organisation will be examined with you in order to determine whether this is the best way for the business to flourish in terms of external sustainability, competitiveness, and internal efficiency. o Job Analyses: A Job Analysis is a process of collecting relevant job-related information for the purpose of identifying key performance factors, employee competencies needed for the job, and predictors of who would be successful on the job. Every HR System is based on Job Analyses in some form. o Job Design: This subsystem looks at how jobs are designed, what kind of variety it brings for the employee and how it enables learning and growth. Job Design also looks at the ergonomic work settings required and how this can be improved to keep the employee motivated and engaged. o Job Descriptions: Documenting the job specifications, job responsibilities, key result areas, and reporting structure of a job position constitutes its Job Description. You will receive a customizable format for recording job descriptions which can be used for employee orientation and documenting changes. PERFORMANCE o Performance Measurement: Using the Job Analysis as the foundation we would come up with how key performance factors can be measured, assessed, and evaluated against a set of performance criteria for each job position. This is the first milestone for creating a Performance Management System. o Performance Appraisal: A performance appraisal process will be designed by facilitating key supervisory personnel to accurately assess the performance of individual employees against key performance factors. The process would include reviews with the intention of employee development. ©2007
  7. 7. Mubeena’s Services 7 o Competency Modeling: With an internal team, I would facilitate the creation of a customized competency model for the organisation to form a competency- based performance management system. Mapping key competencies can be done across the organisation, department, sections, and individuals. o Skill Development: I offer a service where we create continuous skill and talent development processes linked to the organisation’s Training system. This includes identifying key knowledge, skills, and abilities that need to be developed by individual employees to sustain and improve job performance. TRAINING o Training Needs Analyses: Supported by the Skill Development subsystem, a specific process is carried out to identify the training needs of individual employees who need additional tools to sustain their high performance on the job. This forms the basis for developing the organisation’s training programs. o Training Program Design: Internal training programs can be designed according to the organisation’s training needs which include content, delivery methodology, learning theories, and transfer of training concepts. Programs will focus on interactivity, participation, and experiential learning. o Coaching/Mentoring: One-on-one mentoring and team/group coaching programs can be designed at the organisation for the purpose of individualized attention and developing specialized skills and knowledge that are company-specific to its culture, products, and services. o Training Evaluation: No training program is complete without an evaluation of how successful it has been in improving job performance. A Training Evaluation procedure would be created that would assess how effective training has been and would propel any new changes to be made to programs. COMPENSATION AND BENEFITS o Fixed/Variable Pay: As part of developing a unique compensation and rewards system, we would examine the organisation’s current pay strategy to determine whether it meets market trends, supports employee retention, and whether performance behaviours get positively reinforced. o Reward Schemes: A Reward Scheme program for distinguished employees who consistently exceed performance expectations, with the goal of retaining the best talent in the organisation would be designed using the facilitative process. Rewards will be unique, innovative, and motivating. o Pay Grades: Assessment of the current pay grade structure of the organisation, including its ranges and broad bands, to determine whether it is best fit for ©2007
  8. 8. Mubeena’s Services 8 both the organisation and the employee. I would help the management examine whether growth from one grade to another is efficient and rewarding. o Perks/Benefits: Besides monetary compensation, the Perquisites and Benefits system would be reviewed and altered to enable cost-effectiveness and employee motivation goals. New and innovative benefits can be created, designed, and appropriated that are unique to your organisation’s culture. STAFFING o Succession Planning: I would help the HR team develop a Succession Plan for the organisation to ensure that talent is recognized and prepared to take over key job positions as they become available when senior employees get ready for retirement or if unforeseen circumstances come along. o Recruitment and Selection: Based on the Job Analyses of positions, I design a recruitment and selection process that involves narrowing down on the right candidates through validated selection tools and methodologies created specifically for the organisation. o Retention Strategy: As part of maintaining a positive company culture we would devise an employee retention strategy that would be linked to the organisation’s internal culture and value-system by designing organisation- wide traditions and large-scale events that enhance spirit and bonding. o Talent Management: My role for this service would be facilitating your people to recognize talent, i.e. genius, special skill, or unique abilities and put it wherever it is needed in the organisation even if this means shifting away from prevalent job duties, utilizing collective talent organisation-wide. WELLNESS o Motivation: I would help your HR team design and implement an employee motivation strategy based on a model of employee behavior and organisational culture. We would find out what motivates employees in context and what they seek to avoid so that we can reinforce those motivators. o Career Satisfaction: This entails uncovering employee satisfaction levels regarding their job, work environment, career growth opportunities, and the managerial style of superiors using a confidential feedback process to collect data that would be the basis of a system-wide Change Plan. o Stress Management: We would surface the sources of stress for employees in the organisation and focus on reducing stressors that negatively impact job performance. A stress management program would include Employee Assistance Programs and strategies to combat personal and workload stress. ©2007
  9. 9. Mubeena’s Services 9 o Work Flexibility: I would help introduce and integrate policies related to work-life balance, flextime, and options for working remotely offsite in order to accommodate the needs of talented professionals who might be restricted by personal circumstances while still ensuring consistent job results. SERVICES IN INDIVIDUAL DEVELOPMENT This service area focuses on the leadership mindset and behavior of the individual employee vis-a-vis four (4) individuality-based Elements. These services will be executed in conjunction with the directives of the organisation’s management, i.e. the individual employee will not be seen as the sole Client. Key objectives for the Elements are: CAREER PURPOSE: Aligning the individual employee’s career and life goals to the organisation’s vision and mission. PERSONAL LEADERSHIP: Developing decision-making and strategic planning skills for individual sustainability. PERSONAL RESPONSIBILITY: Developing the attitude, commitment, spirit, and affirmation for individual job ownership. JOB ACCOUNTABILITY: Achieving accountability by developing individual freedom and job responsibility awareness. Although in group settings, the results will impact each individual employee during the process. One-on-one coaching services are available for key decision- makers. ___________________________________________________________ CAREER PURPOSE ©2007
  10. 10. Mubeena’s Services 10 o Career Choice: In confidential individual or group settings, I would facilitate a series of coaching sessions to uncover and develop individual passion for a chosen career at the organisation. The idea would be to align individuals’ personal life philosophy with career purpose, aspirations and fulfillment. o Career Growth Path: We would help individuals and the organisation look at a career progression and define growth objectives in terms of what their career goals are and what the organisation offers them for future success. o Career and the Self: I use a facilitation approach based on philosophical counseling to align the individual self with a career purpose in terms of who they are as people, their personality fit, and their personal work style. This would help employees determine a career purpose, growth plan, and set goals. o Work-Life Balance: We would help individual employees manage their priorities at work by identifying what is important to them personally and professionally. The main goal here is to facilitate a time management scheme to maintain a work-life balance. PERSONAL LEADERSHIP o Impact Awareness: In a joint effort with the management, I would design an awareness campaign for employees to know about how their job contributes to the organisation’s success in terms of profit, efficiency, and customer satisfaction to increase organisational commitment. o Courage: This unique service in leadership entails first working with the top management to define individual authority levels and then a facilitative methodology would be designed to instill individuals with courage to take decisions and commit to actions with confidence and positivity. o Long-Term Planning: I help key individual employees strategically plan their job responsibilities in order to achieve their expected results by designing individualized action plans. The plans are implemented and followed up with specific activities to be executed by higher management. o Inter-Personal Relations: Employees will be coached in confidence about the quality of their relationships with colleagues, managers, customers, and suppliers through a specific agenda created after assessing how their relationships affect job performance and business results. PERSONAL RESPONSIBILITY o Ownership: Together with the management we would create an individual culture of ownership for responsibilities, actions, mistakes, and results. A series of ©2007
  11. 11. Mubeena’s Services 11 workshop and coaching sessions would be designed and key measures of what defines ownership would be assessed. o Commitment: I design and facilitate commitment engagement sessions with individual employees in a group setting with their higher managers. Commitment sessions aim to help employees emotionally and intellectually bind themselves to their job, department, and organisation. o Learning: I would help the relevant management level create a Knowledge- Management System based on a customized learning model. Employees would then participate in interactive workshop sessions to increase their learning capabilities on the job by analyzing mistakes and success stories. o Self-Improvement: Together with individual employees we would develop self- improvement plans based on an analysis of what their developmental needs are. This would also include specific practices for the purpose of increasing individual learning, commitment, and ownership at a genuine level. JOB ACCOUNTABILITY o Job Clarity: Together with the management we would create a program for employees to help them obtain clarity on their job responsibilities, lines of authority, and areas of decision-making. All areas of concern and confusion would be dealt with and new action steps towards clarity will be initiated. o Goal-Achievement: As higher management sets new goals for employees I would help create goal-achievement strategies and plans so that individual employees can achieve expected results. Plans would include the use of specialized knowledge, abilities, and competencies of individuals. o Resource Allocation: Individual employees would be helped to allocate and use available resources effectively, creatively, and justly on the job to maximize their returns. Resources may include technology, manpower, equipment and creative ideas for utilizing them are generated. o Delegation: In order to help individual line managers achieve key results for the organisation I would help them identify what work can be delegated down the line to reduce micromanagement. Delegation involves clear communication of performance and results to lower level employees. SELECTION OF SERVICES ©2007
  12. 12. Mubeena’s Services 12 The following recommendations apply if your organisation needs to prioritize on which services it requires and deciding upon the right time for them: 1. To help your organisation prioritize what it needs, I would first conduct a diagnostic study that involves feedback from key players in the organisation based on Mubeena’s Organisation Development (OD) Model. We can then decide what services your organisation requires at this time. 2. It would be beneficial to combine services from a single Service Area only. For e.g. without an organisation’s HR Strategy in place, going for any service related to Individual Employee Development would not be successful. Each Service Area should be functional before moving on to the next. 3. All services are recommended to be executed using group interactive methodology where the people who will be affected by the interventions are primarily involved. Therefore the potential client needs to make sure that the relevant team is available and is committed to the change. To further help you identify your needs and the right services for your organisation, please contact me Ms. Mubeena Mohd on I look forward to a conversation with you about your organisation’s success with this motto: "Creating Positive Change in Performance through Applied Philosophy and Psychology" ©2007