The Porter’s Five Forces model is a simple tool that can be utilized to help strategic understanding where power lies in a business situation. The tool can also be used to understand both the strength of a company’s current competitive position, alongside the strength of a position the company may be looking to move into. The Five forces framework focuses on business concerns rather than public policy but it can also emphasize extended competition for value rather than just competition among existing rivals. The ease of its use has inspired numerous companies as well as business schools to adopt it.
P-CMM is a process based model which focuses on effectively executing HR day-to-day processes and functions. Once these processes become standardized and continue to be improved for broader purposes, they can be simulated and even transferred to diverse areas within an organization. Also with this process orientation in a progressive scope, P-CMM provides an operational direction of HR benchmarking, which can not only be used to diagnose and analyze the current stage but also to predict and provide for the future stage.
Six-Box model was used primarily as an organizing device. It is allowed for logical organization of thoughts and data. It also facilitated the prioritization of recommendations. This model provides a strong foundation for assessing organizations. It is also useful as a "quick look" tool to determine one's strategy for dealing or working with an organization.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
Day 2 1135 - 1220 - pearl 2 - karthik parvathiPMI2011
1. The document discusses how integrating HR and business processes is key to creating a strong, engaged workforce. It outlines challenges in project management and talent management.
2. An engaged workforce is characterized by increased productivity, retention, and a participatory culture. Recruitment processes were improved using DMAIC methods, reducing cycle time and saving $18 million.
3. Business involvement in performance management, deployment, and competency processes helps with workforce retention. Tools like an ERP system and internal platforms aim to foster participation and engagement.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
The document outlines the 7 steps for developing a valid competency model: 1) Define objectives, 2) Obtain sponsor support, 3) Develop a communication plan, 4) Identify competencies, 5) Validate competencies, 6) Develop implementation strategies, 7) Monitor and review the model. It emphasizes clearly defining objectives, gaining sponsor commitment, and communicating with stakeholders to obtain buy-in. The competencies identified must be demonstrably related to essential job functions if used for employment decisions due to legal implications.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
Data driven Strategic Workforce Planning and Organization Design_Best practic...Charles Cotter, PhD
Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
Day 2 1135 - 1220 - pearl 2 - karthik parvathiPMI2011
1. The document discusses how integrating HR and business processes is key to creating a strong, engaged workforce. It outlines challenges in project management and talent management.
2. An engaged workforce is characterized by increased productivity, retention, and a participatory culture. Recruitment processes were improved using DMAIC methods, reducing cycle time and saving $18 million.
3. Business involvement in performance management, deployment, and competency processes helps with workforce retention. Tools like an ERP system and internal platforms aim to foster participation and engagement.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
The document outlines the 7 steps for developing a valid competency model: 1) Define objectives, 2) Obtain sponsor support, 3) Develop a communication plan, 4) Identify competencies, 5) Validate competencies, 6) Develop implementation strategies, 7) Monitor and review the model. It emphasizes clearly defining objectives, gaining sponsor commitment, and communicating with stakeholders to obtain buy-in. The competencies identified must be demonstrably related to essential job functions if used for employment decisions due to legal implications.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
Data driven Strategic Workforce Planning and Organization Design_Best practic...Charles Cotter, PhD
Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
This document presents a framework for analyzing, measuring, managing, and optimizing client expectations. It defines key determinants of client expectations, including their perception of the service provider's capabilities and positioning relative to industry. It also provides metrics to measure client expectations and satisfaction. The framework assigns weights to determinants like provider positioning, execution quality, and qualitative factors to accurately reflect expected client satisfaction.
This document discusses competency-based human resource management. It begins with definitions of key terms like competency, knowledge, skills, behaviors and attitudes. It then discusses how competency models can integrate HR processes like recruitment, development, performance management and rewards. The document provides examples of competency frameworks and their benefits. It outlines a process for identifying competencies and provides examples. Key characteristics of successful competency model implementation include alignment with organizational strategy, integration across HR systems, effective communication and distribution, self-directed application by employees, and becoming embedded in organizational culture over time.
Skills Development Best Practices for Training Committees Charles Cotter, PhD
Skills development legislation, strategies, best practice principles, training administration, the roles, responsibilities and function of a Training Committee and core training processes
This document discusses developing excellent business analysts (BAs). It states that organizations that have nurtured BAs are experiencing benefits from their investments. Excellent BAs can work on details while understanding the bigger picture, and look at how small changes may impact the organization. A variety of skills can be developed for BAs, including critical thinking, root cause analysis, and data analysis. Traditional management training is not sufficient for BAs; they need specific business analysis training and tools. The document advocates that while some skills are innate, BAs can be developed through education and practice.
The document is a project submission form for a certification program. It includes personal details of the participant such as name, address, and contact information. It also outlines the objectives of designing a salary structure plan for a ship owning company called XYZ, LLC. The scope of the project involves 10 jobs across 9 departments. The objectives are to evaluate jobs, benchmark positions, address issues with the current compensation structure such as lack of competitiveness and high turnover, and develop a new salary grading structure.
The document outlines the scope and agenda of a workshop on drafting and implementing an enabling policy on disability. It discusses current realities and challenges regarding employment of persons with disabilities (PWD). It then covers key aspects of developing a disability policy, including identifying issues, analyzing policy instruments, stakeholder engagement, formulation, implementation, and evaluation. The last sections provide learning activities for workshop participants to apply different steps of the disability policy process.
The document summarizes key aspects of competency standards and units of competency. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the expected workplace standard. Competency involves task skills, task management skills, contingency management skills, and job/role environment skills. The document also outlines the components of a unit of competency, including the unit code/title, descriptor, elements/performance criteria, range of variables, and evidence guide. It provides examples of how each component is used to specify the required skills and assess competency in a standardized way.
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
Glimpse of THE Business Analyst training about what is going to be delivered, what topics to be covered, how the training approach, what you can expect from this etc.
CPBA - unique program for - Creating Professional Business Analysts.
After going through this - you should be able to understand what a BA does in real-time job and you can assess yourself whether BA job suits you are not.
For any other queries, please email us at: ba@batrainingschool.com or call us at: 9849733306
This position is responsible for leading a team of business analysts in solution delivery. The role involves supervising the team and their talent development, ensuring project delivery according to expectations, and scheduling projects and resources. The position requires collaboration with internal and external stakeholders, and challenges include leading change, building relationships while managing scope, and influencing teams.
Strategic human resource management technology effect and implication for dis...IJECEIAES
This document discusses strategic human resource management and the effects of technology on HR. It summarizes previous research on the importance of strategic HR planning and alignment with organizational goals. The changing nature of work and the changing role of HR is discussed, including a shift toward more strategic involvement. The importance of HR activities and management is also discussed in the context of non-government organizations. A field study was conducted of 105 Saudi employees to understand attitudes toward the effects of distance learning and training on HR management and development.
The document describes an assessment center called the BPM Assessment Centre that evaluates employees' potential. It uses advanced techniques like simulations, testing, and evaluation over multiple situations to assess leadership skills, management potential, and suitability for roles or promotions. The assessment center provides benefits to both the company in identifying talent and potential, and to employees through objective feedback and customized training plans.
This document provides an overview of Master Data Management (MDM). It defines MDM and discusses its five essential elements: the MDM hub, data integration, data quality, external content, and data governance. The document outlines 10 best practices for MDM implementations, including having executive sponsorship, business ownership of data governance, strong project management, and extensive testing. It emphasizes taking a holistic approach to MDM and planning for ongoing improvement rather than viewing it as a one-time project.
This course is designed to help companies better identify, select, train and support both program and project managers as a core competency within the organisation. Building around proven academic research, we will explore the various competency models, including those of PMI, AIPM, IPMA and GAPPS, and using those as the basis; actually conduct competency assessments in the classes.
We will also explore how to modify competencies to fit your specific organisation or application. Lastly, this course will also demonstrate how to use the Kirkpatrick 4 Step Model to evaluate and measure the effectiveness of project and program management training programs.
www.trueventusnews.com
State of agile - How are companies increasing agilitySantiago Advisors
Changing external market conditions, sociocultural trends as well as novel technological capabilities and learnings from different domains all have contributed to the rise of “agility” to one of the most promoted management trends. Companies of all sizes and businesses have initiated Agile initiatives in various ways. But what are the concrete employed measures and what are the actual benefits that these initiatives generate? – Read the insights from interviews with many experts in different functional areas and industries on the current state of agile in our study that we performed together with the department for corporate development and organization of the University of Cologne.
Benchmarking in banking & financial institutionsMateen Altaf
Benchmarking is a process of comparing business processes and performance metrics to industry bests and best practices from other companies. The document discusses benchmarking in banking and financial institutions. It outlines the benchmarking process which includes planning, analysis, action, review, and repeating the process. As an example, it analyzes Standard Chartered Bank in Pakistan which has maintained its position through benchmarking and providing better services than competitors. Continuous benchmarking is important for banks to improve performance and maintain customers.
This document provides a template for preparing answers to competency-based interview questions. It outlines a Situation-Action-Result framework for structuring responses and includes example trigger words to help describe situations one has faced in various competency areas like planning, problem solving, communication, teamwork, customer focus, initiative, leadership, and conflict resolution. Interviewees are prompted to describe a specific situation, the actions they took, and the outcome achieved before relating their answer back to the original question.
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
This document presents a framework for analyzing, measuring, managing, and optimizing client expectations. It defines key determinants of client expectations, including their perception of the service provider's capabilities and positioning relative to industry. It also provides metrics to measure client expectations and satisfaction. The framework assigns weights to determinants like provider positioning, execution quality, and qualitative factors to accurately reflect expected client satisfaction.
This document discusses competency-based human resource management. It begins with definitions of key terms like competency, knowledge, skills, behaviors and attitudes. It then discusses how competency models can integrate HR processes like recruitment, development, performance management and rewards. The document provides examples of competency frameworks and their benefits. It outlines a process for identifying competencies and provides examples. Key characteristics of successful competency model implementation include alignment with organizational strategy, integration across HR systems, effective communication and distribution, self-directed application by employees, and becoming embedded in organizational culture over time.
Skills Development Best Practices for Training Committees Charles Cotter, PhD
Skills development legislation, strategies, best practice principles, training administration, the roles, responsibilities and function of a Training Committee and core training processes
This document discusses developing excellent business analysts (BAs). It states that organizations that have nurtured BAs are experiencing benefits from their investments. Excellent BAs can work on details while understanding the bigger picture, and look at how small changes may impact the organization. A variety of skills can be developed for BAs, including critical thinking, root cause analysis, and data analysis. Traditional management training is not sufficient for BAs; they need specific business analysis training and tools. The document advocates that while some skills are innate, BAs can be developed through education and practice.
The document is a project submission form for a certification program. It includes personal details of the participant such as name, address, and contact information. It also outlines the objectives of designing a salary structure plan for a ship owning company called XYZ, LLC. The scope of the project involves 10 jobs across 9 departments. The objectives are to evaluate jobs, benchmark positions, address issues with the current compensation structure such as lack of competitiveness and high turnover, and develop a new salary grading structure.
The document outlines the scope and agenda of a workshop on drafting and implementing an enabling policy on disability. It discusses current realities and challenges regarding employment of persons with disabilities (PWD). It then covers key aspects of developing a disability policy, including identifying issues, analyzing policy instruments, stakeholder engagement, formulation, implementation, and evaluation. The last sections provide learning activities for workshop participants to apply different steps of the disability policy process.
The document summarizes key aspects of competency standards and units of competency. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the expected workplace standard. Competency involves task skills, task management skills, contingency management skills, and job/role environment skills. The document also outlines the components of a unit of competency, including the unit code/title, descriptor, elements/performance criteria, range of variables, and evidence guide. It provides examples of how each component is used to specify the required skills and assess competency in a standardized way.
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
Glimpse of THE Business Analyst training about what is going to be delivered, what topics to be covered, how the training approach, what you can expect from this etc.
CPBA - unique program for - Creating Professional Business Analysts.
After going through this - you should be able to understand what a BA does in real-time job and you can assess yourself whether BA job suits you are not.
For any other queries, please email us at: ba@batrainingschool.com or call us at: 9849733306
This position is responsible for leading a team of business analysts in solution delivery. The role involves supervising the team and their talent development, ensuring project delivery according to expectations, and scheduling projects and resources. The position requires collaboration with internal and external stakeholders, and challenges include leading change, building relationships while managing scope, and influencing teams.
Strategic human resource management technology effect and implication for dis...IJECEIAES
This document discusses strategic human resource management and the effects of technology on HR. It summarizes previous research on the importance of strategic HR planning and alignment with organizational goals. The changing nature of work and the changing role of HR is discussed, including a shift toward more strategic involvement. The importance of HR activities and management is also discussed in the context of non-government organizations. A field study was conducted of 105 Saudi employees to understand attitudes toward the effects of distance learning and training on HR management and development.
The document describes an assessment center called the BPM Assessment Centre that evaluates employees' potential. It uses advanced techniques like simulations, testing, and evaluation over multiple situations to assess leadership skills, management potential, and suitability for roles or promotions. The assessment center provides benefits to both the company in identifying talent and potential, and to employees through objective feedback and customized training plans.
This document provides an overview of Master Data Management (MDM). It defines MDM and discusses its five essential elements: the MDM hub, data integration, data quality, external content, and data governance. The document outlines 10 best practices for MDM implementations, including having executive sponsorship, business ownership of data governance, strong project management, and extensive testing. It emphasizes taking a holistic approach to MDM and planning for ongoing improvement rather than viewing it as a one-time project.
This course is designed to help companies better identify, select, train and support both program and project managers as a core competency within the organisation. Building around proven academic research, we will explore the various competency models, including those of PMI, AIPM, IPMA and GAPPS, and using those as the basis; actually conduct competency assessments in the classes.
We will also explore how to modify competencies to fit your specific organisation or application. Lastly, this course will also demonstrate how to use the Kirkpatrick 4 Step Model to evaluate and measure the effectiveness of project and program management training programs.
www.trueventusnews.com
State of agile - How are companies increasing agilitySantiago Advisors
Changing external market conditions, sociocultural trends as well as novel technological capabilities and learnings from different domains all have contributed to the rise of “agility” to one of the most promoted management trends. Companies of all sizes and businesses have initiated Agile initiatives in various ways. But what are the concrete employed measures and what are the actual benefits that these initiatives generate? – Read the insights from interviews with many experts in different functional areas and industries on the current state of agile in our study that we performed together with the department for corporate development and organization of the University of Cologne.
Benchmarking in banking & financial institutionsMateen Altaf
Benchmarking is a process of comparing business processes and performance metrics to industry bests and best practices from other companies. The document discusses benchmarking in banking and financial institutions. It outlines the benchmarking process which includes planning, analysis, action, review, and repeating the process. As an example, it analyzes Standard Chartered Bank in Pakistan which has maintained its position through benchmarking and providing better services than competitors. Continuous benchmarking is important for banks to improve performance and maintain customers.
This document provides a template for preparing answers to competency-based interview questions. It outlines a Situation-Action-Result framework for structuring responses and includes example trigger words to help describe situations one has faced in various competency areas like planning, problem solving, communication, teamwork, customer focus, initiative, leadership, and conflict resolution. Interviewees are prompted to describe a specific situation, the actions they took, and the outcome achieved before relating their answer back to the original question.
This document provides a competency map for various roles at Bafna Multispecialty Hospital. It includes competency maps for the following positions:
1) Head of Human Capital and Organizational Development
2) Chief Executive Officer
3) Manager of Quality and Patient Safety
4) Staff Nurse
For each role, the document outlines the objectives, key responsibilities, job element analysis, identification of competencies, and creation of a behaviorally anchored rating scale. It aims to provide clarity on the criteria for each position to help with recruitment, performance management, and professional development. The competency maps are intended to serve as a reference for understanding job requirements and evaluating employee performance.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
Competency Of Coaching For Resuts Workshop Slides ChandramowlyChandramowly :
The document provides information on coaching competencies and processes. It discusses developing coaching skills, using models like GROW to structure coaching meetings. Coaching roles include setting goals, providing feedback, and encouraging self-awareness and responsibility. Effective coaching requires building trust, having good communication skills, and focusing on solutions rather than problems.
This document contains a summary of 58 quotes, facts, benchmarks, and best practices related to people analytics that were curated by Media 1 consulting. It discusses topics such as the case for HR analytics, how companies are using analytics in practice, thoughts on analytics for talent management, best practices for HR shared services, and reasons to upgrade HR analytics tools. The information is presented thematically in sections intended to support creating great workplaces.
Force field analysis - Organizational Change and Development - Manu Melwin Joymanumelwin
It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
The principle, developed by Kurt Lewin.
Most companies use or think about setting up a competency management system.
Bullshit.
Develop a new class of leaders, think KISSSS, be result oriented and use SaaS.
You will make your business managers happy, your employees happy, your HR team happy.
‘HR’s Next Agenda’Ernst & Young - NHRDN HR Practices Survey 2008National HRD Network
This document summarizes the key findings of Ernst & Young's HR practices survey conducted in 2008 in collaboration with the National HR Development Network. The survey received responses from 188 organizations across 15 industry sectors.
The survey found that HR is increasingly involved in strategic business planning. It also found that performance-linked pay is becoming more prevalent and transparency in compensation practices needs to be improved. Additionally, talent acquisition continues to be a priority and employer branding is an important aspect of attracting suitable candidates. Developing leadership skills and strengthening performance management were also highlighted as areas of focus.
The way forward discussed automating more HR processes, increasing workplace flexibility, measuring training effectiveness, and strengthening diversity and feedback programs. In conclusion, the
The document outlines staff rules and regulations for Radio Cars Ashton Ltd. It details policies on equal opportunity, health and safety, disciplinary procedures, personal conduct, harassment, confidentiality, cash handling, lost property, absence, timekeeping, and responsibilities. The rules provide guidance on operating procedures to ensure compliance and understanding of the company's policies.
This document provides an overview of various HR forms and templates for conducting job analysis and developing job descriptions. It includes examples of different types of job analysis questions, templates for writing KSAs, and outlines the process of competency mapping. The key elements covered are critical incident technique questions, sample job analysis interview questions, examples of position analysis questionnaires, and the typical steps involved in competency mapping. In under 3 sentences.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
The document outlines the SHRM HR Professional Competency Model, which provides a roadmap for HR professional success. It describes the development of the model through extensive research, including focus groups and surveys. The model identifies six competency domains that successful HR professionals must demonstrate: HR Expertise, Ethical Practice, Business Acumen, Critical Evaluation, Consultation, and Relationship Management. For each domain, examples are given of behaviors exhibited at the highest level of proficiency. The document argues that to be successful, HR professionals need both technical competencies and behavioral competencies.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document outlines the 10 step process for competency mapping at an organization. The steps include: 1) identifying departments for profiling, 2) identifying hierarchy levels, 3) obtaining job descriptions, 4) preparing interviews, 5) recording interview details, 6) preparing a skills list, 7) indicating proficiency levels, 8) validating competencies, 9) preparing a competency dictionary, and 10) mapping competencies. An example is provided of MMTC Ltd. going through these 10 steps to map competencies for their human resources, personnel, administration, and estate departments.
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
Set up an HR Department in an Organizationkkshalini
This document outlines the key components needed to set up an effective HR department in an organization. It discusses 15 building blocks of HR including HR planning, job design, recruitment, personnel management, compensation, benefits, employee assistance, training, performance management, and organization development. The overall goal of the HR department is to facilitate aligning human capital with organizational goals.
- Maruti Suzuki India Limited is a publicly listed automaker that is a leading four-wheeler manufacturer in South Asia, with Suzuki Motor Corporation holding a majority stake.
- The report studies the performance appraisal system used by Maruti Udyog, including the 360 degree method. It aims to understand employee perceptions and needs regarding management.
- The study found that while employees were generally satisfied with the overall performance management system, some reservations were expressed regarding long-term benefits, compensation, and motivation. Suggestions were made to revise the system.
The document provides information on the Management Functional Assessment (MFA) Model, which is a change management tool and total quality management model. The MFA Model is based on six key management functions: forecasting and planning, organizing, motivation, control, coordination, and communication. It helps organizations transform the energy of traditional functional management into an improvement energy based on quality principles and excellence concepts. Organizations can use the MFA criteria for self-assessment to enhance management quality through continuous learning, innovation and improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Strategic analysis is used to determine the best path for an organization to achieve its goals. It involves researching the business environment and organization to formulate strategy. Some key tools for strategic analysis include PEST analysis, SWOT analysis, Porter's five forces model, value chain analysis, and McKinsey's 7S model. These tools help evaluate factors both internal and external to the organization to measure the success of implemented strategies. In conclusion, strategic analysis provides a clear view of a company's operations, objectives, and how it achieves its targets.
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
Details of corporate global achievements in the field of business process and corporate value chain. Exclusive overview of corporate and overall business evidence based core competencies.
This document provides information about an assignment for an MBA course on HR Audit. It includes 6 questions related to topics like objectives of human resource planning, methods used in the HR audit process, competency mapping, and balanced scorecard software. It also provides contact information to obtain solved assignments for Rs. 125 each via email or phone.
The central idea behind SHRM is that all initiatives involving how people are managed need to be aligned with and in the support of the Organizational overall strategy. No Management is successful if its people is diverted from the vision and mission of the organization.
The document presents a proposed framework for measuring organizational intangible assets. It discusses challenges with current measurement methods and lack of comprehensive knowledge management frameworks. The research aims to develop theoretical and practical foundations for measuring knowledge assets. The proposed framework is based on the Balanced Scorecard, with key perspectives including financial, knowledge, employees, customers, internal processes, and learning & growth. It incorporates metrics like the Training Delivery Index and Trainee Satisfaction Index. The framework is intended to facilitate holistic organizational assessment and development.
Competency models provide a systematic framework for talent management by defining the key skills, behaviors, and traits needed for successful job performance. The article discusses how chemical manufacturer Stepan uses competency models across various talent management functions like recruitment, development, and succession planning. It implemented an online system and competency modeling process led by Joe Misurac, Janice Galuszka, and Ariana Paz. Stepan has seen benefits like a clearer understanding of skills needed, consistency globally, and more internal promotions. The article also provides guidance on customizing competency modeling approaches and best practices.
This document discusses human resource development (HRD) initiatives at IndianOil Corporation. It summarizes key HRD initiatives including opening up performance appraisals, developing competency frameworks, introducing leadership centers and 360-degree feedback, creating job descriptions, revising promotion and career path policies, and increasing opportunities for foreign postings, training, and recruitment. The overall goal is to make HR processes more transparent, promote accountability, develop leadership capabilities, and ensure the right people are placed in the right jobs.
The document is a dissertation exploring the performance management system used by B&Q. It aims to evaluate the existing system and determine how B&Q can improve organizational performance using PM. The research will examine how the system is communicated and implemented, manager's understanding of PM, and whether HR policies support effective performance management. It will analyze the system's effectiveness and make recommendations to strengthen performance management at B&Q.
This document discusses competency models and their development and use. It covers several key points:
1. It defines competencies as clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models describe the observable and measurable characteristics of highly effective performance.
2. Competency models can be developed using universal, functional, or job-specific approaches. Validation of models is important to ensure they accurately reflect job requirements.
3. Valid competency models integrate into HR processes like recruitment, performance management, and development. They provide guidance on effective behaviors and differentiate star from average performers.
OL 211 Final Project Guidelines and Rubric Overview .docxcherishwinsland
OL 211 Final Project Guidelines and Rubric
Overview
Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human
resource (HR) responsibilities, but also understands the vision and mission of the organization.
To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of an organization in a case study. Be creative in
assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete
the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan.
The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.
This assessment addresses the following course outcomes:
Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization
Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business
Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan
Explain modern human resource concepts and principles that are essential in a changing work environment
Prompt
In this assessment, you will review the human resource management (HRM) in an organization through a case study. This case study will give you the
opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the
ability to develop and implement processes that align with a company’s strategic plan and mission.
I. HRM Functions and Practices
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan.
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations.
II. Staffing
A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study.
B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human
Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method
of recruitment would be most beneficial to this organization.
III. Training
A. Describe the components of a needs assessment used to determine the training requirements of the organization.
B. Explain the importance of developing learning activi.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
Recruitment and Selection ProjectArie McQuarley.docxaudeleypearl
Recruitment and Selection Project
Arie McQuarley
CSU
Recruitment and Selection Project
The two parts of the project that I will outsource for the recruitment and selection project include strategy and development, as well as the evaluation and control phase. The strategy development phase entails establishing the platform for reaching applicants. The strategy development should be outsourced to an online advertisement company since they understand the most visited sites where applicants look for job vacancies. Besides, the online company has most traffic for candidates looking for job opportunities, unlike the company website, where only a few applicants would reach. Getting the advert too many applicants as possible is essential for acquiring the right talent.
Also, the evaluation and control phase would be outsourced since it involves the coding process. Coding consists of the expertise of a software development company. The company has not developed any system that performs similar or same duties. Hence, there could be delays in the IT department. However, by outsourcing the coding process to software developers, the system would be developed efficiently, making it compatible with various operating systems. Notably, the software developer would ensure that the deadline, six days, is met to enable the closeout phase of the project.
Nonetheless, the part which has the best chance of staying on schedule is the job description phase. The duration is six days and would be met since the most significant elements that would be involved include a listing of the company’s job positions. Then, the qualifications, skills, duty, and other related requirements under those positions would be listed with the help of the HR department. The only part that raises concern about remaining on schedule is the searching and screening phase. During the coding process, searching and screening measures necessitate the real-time application of the recruitment process. Perhaps the approach that is effective from the developer would be unproductive for the company. The process would be involving and would take much time to integrate suitable strategies.
Importantly, I will monitor the progress of the project by setting regular check-ins. Each phase is designed to take six days. Therefore, I will evaluate the achievement of each milestone at the end of the six days and share reports with the project development team. Also, I will clarify expectations by defining the stable plan, which outlines the scope and related tasks that should be achieved at the end of every phase (Papke-Shields & Boyer-Wright, 2017). Hence, as the project manager, I would ensure the project stays on schedule by breaking down the major tasks into smaller ones. In this way, moving from one milestone to the next is streamlined. Also, I will plan unexpected risks since issues halt various project milestones, and prolong the schedule.
Besides, for this project, the six-warp activities for ...
This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
The document discusses performance appraisal at Zuari Cements. It begins with an abstract that provides background on India's cement industry and importance of human resource management (HRM) and performance appraisal. The introduction defines performance appraisal and discusses its importance. The objectives of the study are to examine Zuari's performance appraisal system and evaluate ways to improve it. The study will analyze the system's implementation and effectiveness among manager-level employees using surveys and interviews. The literature review discusses past research on performance appraisal systems and their importance in motivating employees and improving organizational performance.
Sheet1Rubric for Assignment 4 - PMO CharterMaxYour PointsComment.docxbjohn46
Sheet1Rubric for Assignment 4 - PMO CharterMaxYour
PointsCommentsCompany Description PPTCompany Vision4Types of Projects4General Description4Organizational Needs Determination (Complete the Project Management Needs and Business Management Needs)8Organizational Culture Examination (Complete Organization Change, Business Focus, Business Philosophy, and Business Alignment)8Stakeholder Analysis4Current Practices Assessment ( Complete Part 1, page 649-650 and Part 2, page 651)8Preliminary Functionality Examination (Select one of the levels and describe why.)4PMO Staff Alignment (Specify who is part of the development team and who is part of the operations team).8PMO Executive Control Board (Specify using the legend who are the members of the executive control board.4Grammar - Organization - Spelling8PMO Charter Document - WordBusiness Purpose4Project Management Purpose4PMO Functional Responsibilities4PMO Business Alignment4PMO Business Affiliation4PMO Authority4PMO Resource and Funding4PMO Reviewers and Approvers4Grammar - Organization - Spelling4 Total 10001001. For your company describe In a PPT Document, the Company Vision, Types of Projects, and General Description of Company, use the Appendix A in Gerard Hill book starting in page 625 to complete each of the assessment activities, including Organizational Needs Determination, Organizational Culture Examination, Stakeholder Analysis, Current Practices Assessment, Preliminary Functionality Examination, PMO Staff Alignment, and PMO Executive Control Board.2. In a Word document, write a PMO Charter using the Checklists in Appendix A of Gerard Hill’s book.3. Upload the PPT slide deck and the single Word Doc and be prepared to discuss at the Adobe Connect session
PMGT 580 Unit 4
Starting a PMO
Note: Reference material is The Complete Project Management Office Handbook by Gerard M. Hill and Business Driven PMO Setup by Mark Price Perry.
Overview
It is extremely important when starting up a PMO that a good stakeholder-centered entity is formed. This includes how the PMO needs to support the strategic planning as well as how it is structured. This unit focuses on the steps needed to start up a PMO in a way that will sustain the PMO post startup. You will be selecting an organization in the Unit and writing a PMO charter as a part of one of your assignments.
Unit 4 Objectives
Key Questions and Outcomes
What are some of the leading factors that contribute to the establishment of a PMO?
In terms of a practical roadmap for establishing a PMO, what are the phases and order of phases that a PMO should seek to follow?
What are the typical barriers that often prevent a PMO from establishing a clear vision?
What are the differences between and characteristics of functional and projectized organizations and weak, balanced, and strong matrix organizations?
What are the pros and cons of “selling” the concept of a PMO mindset?
What does organizational culture have to do with setting up .
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CERTIFIED ORGANIZATION DEVELOPMENT ANALYST
1. C O D A P r o j e c t | 1
2015
May 6, 2015
Certified Organization Development Analyst
(comprehensive learnings about the concepts of
organizational development)
Project Work
Mumbai Monorail,2014
2. C O D A P r o j e c t | 2
Table of Contents
Section 1 (Objective of the project) ...............................................................................................5
Objective ......................................................................................................................................5
Scope of the Project in terms of Department/Positions and Industry ................................................5
Brief overview of Findings ..............................................................................................................5
Conclusions ...................................................................................................................................5
Section 2 (Analysis of an organization using a strategic tool )..........................................................7
Porter’s Five Forces Theory ............................................................................................................7
Benefits of the model ....................................................................................................................8
Rail Industry Lifecycle ....................................................................................................................8
Emergence of Railway Business Unitin Nirman ...............................................................................9
Porter’s Five ForcesAnalysis.........................................................................................................10
SupplierPower…………………………………………………………………………………………………………………………………10
Buyer Power ...............................................................................................................................11
Threat of New Entry ....................................................................................................................11
Substitutes ..................................................................................................................................12
Threat of Rivalry ..........................................................................................................................12
Section 3 (Organization Analysis using organizational excellence models) ....................................12
Understanding of Weisbord Model ...............................................................................................12
Pros and Cons of Six box model.....................................................................................................14
Case Analysis on RBU ...................................................................................................................14
Methodology used.......................................................................................................................15
Processing of the Data .................................................................................................................17
Interpretation and diagnosis ........................................................................................................19
Interventions...............................................................................................................................22
3. C O D A P r o j e c t | 3
Section 4(HR Audit using PCMM) .................................................................................................23
Understanding of the model.........................................................................................................23
Maturity levels of P-CMM ............................................................................................................25
Discussions .................................................................................................................................28
Process Area(Staffing) .................................................................................................................28
Process Area(Performance Management) ....................................................................................29
Process Area(Training and Development) .....................................................................................30
Process Area(Compensation) ......................................................................................................31
Process Area(Work Environment) ................................................................................................32
ProcessArea(CommunicationandCoordination )……………………………………………………………………………33
Explanations ...............................................................................................................................34
Conclusions .................................................................................................................................35
References..................................................................................................................................36
4. C O D A P r o j e c t | 4
Prelude
For the purpose of analysis I have taken Railway Business Unit of a large construction
conglomerate called Nirman (name changed).It is interesting to understand the RBU’s
organizational strategy through Porter’s model when they rolled out this new business unit,
organizational diagnosis by six box model and the maturity level that it has reached after 5
years of its existence.
This is my second project after CPCD. In this project I have used research methods like
interviewing, questionnaire, observations, discussions with my colleagues &CODA class mates
and survey etc., to gather data and assessment of the organization using various models like
Porter’ Five Forces, Six box model and of course PCMM. I wanted to thank Yin-Che Chen, King-
Ching Hsieh, and Mei-Tai Wu for their analysis of Industrial Control industry in Taiwan via
PCMM model and that their work has influence my project work also. And also PCMM book by
Bill Curtis, William E. Hefley and Sally A. Mille. I have also taken the references from internet
which I have mentioned in my references section on the last page of the project. I have used
the free version of www.surveymonkey.com.I thank Mr. Ronald Raj for guiding me through this
project.
5. C O D A P r o j e c t | 5
Section 1- Project Summery
Objective
To analyze organization using strategic tool (Porter’s Five Forces)
Conducting organization analysis using organizational excellence model (Six Box Model)
To do HR audit using PCMM
To study the analysis done by other researchers on these models
To prepare a project report to be used as a reference material
Scope of the Project in terms of Department/Positions and Industry
To understand the organization strategy behind Railway Business unit and how it positions itself in
Rail Industry
Diagnosis of organizational challenges faced when a new business unit is introduced
Validity of internal processes, communication and environment
Brief overview of Findings
RBU has favorable situation in terms of threat of new entry, substitutes and threat of rivalry but
buyer power & supplier power is arresting RBU’s dominance. Therefore it has to work out a strategy
keeping these factors in mind in order to bag future projects from Indian Railways.
Analysis by six box model suggests that leadership, attitude towards change, rewards and
relationshipscan befocused as areas of improvement, and thus tangibleand suggestive interventions
are proposed.
RBU is assessed for level 2 for PCMM model and it is found to be matured towards managing people
and to provide a supportive work environment with adequate work resources, providing a well-
articulated compensation strategy, training and development opportunities.
Conclusions
The Porter’s Five Forces model is a simple tool that can be utilized to help strategic understanding
where power lies in a business situation. The tool can also be used to understand both the strength
of a company’s current competitive position, alongside the strength of a position the company may
be looking to move into. The Five forces framework focuses on business concerns rather than public
policy but it can also emphasize extended competition for value rather than just competition among
existing rivals. The ease of its use has inspired numerous companies as well as business schools to
adopt it.
P-CMM is a process based model which focuses on effectively executing HR day-to-day processes and
functions. Once these processes become standardized and continue to be improved for broader
purposes, they can be simulated and even transferred to diverse areas within an organization. Also
with this process orientation in a progressive scope, P-CMM provides an operational direction of HR
benchmarking, which can not only be used to diagnose and analyze the current stage but also to
predict and provide for the future stage.
Six-Box model was used primarily as an organizing device. It is allowed for logical organization of
thoughts and data. It also facilitated the prioritization of recommendations. This model provides a
strong foundation for assessing organizations. It is also useful as a "quick look" tool to determine
one's strategy for dealing or working with an organization.
6. C O D A P r o j e c t | 6
Section 2- Analysis of an organization using a strategic model
1. PortersFive Forces-
a) Framework/theory
Porter's Five Forces of Competitive Position Analysis were developed in 1979 by Michael E
Porter of Harvard Business School as a simple framework for assessing and evaluating the
competitive strength and position of a business organization. This theory is based on the
concept that there are five forces that determine the competitive intensity and
attractivenessof amarket.Porter’sfive forceshelptoidentifywhere powerliesinabusiness
situation. Strategic analysts often use Porter’s five forces to understand whether new
products or services are potentially profitable. By understanding where power lies, the
theory can also be used to identify areas of strength, to improve weaknesses and to avoid
mistakes.
b) Porter’sfive forcesof competitivepositionanalysis:
Figure 1: Schematic Representation Of Porter’s Five Forces
c) The five forcesare:
Supplierpower- Thisisan assessmentof how easyitisforsuppliersto drive up prices. This is
driven by the number of suppliers of each essential input; uniqueness of their product or
service;relativesize andstrengthof the supplier;and cost of switching from one supplier to
another.
Buyer power-This is an assessment of how easy it is for buyers to drive prices down. This is
driven by the number of buyers in the market; importance of each individual buyer to the
organisation; and cost to the buyer of switching from one supplier to another. If a business
has just a few powerful buyers, they are often able to dictate terms.
Competitive rivalry-The main driver is the number and capability of competitors in the
market. Many competitors, offering undifferentiated products and services, will reduce
market attractiveness.
7. C O D A P r o j e c t | 7
Threat of substitution- Where close substitute products exist in a market, it increases the
likelihoodof customersswitchingtoalternativesinresponsetoprice increases. This reduces
both the power of suppliers and the attractiveness of the market.
Threat of newentry- The profitable marketsattracts new entrants,whicherodesprofitability.
Unless incumbents have strong and durable barriers to entry, for example, patents,
economies of scale, capital requirements or government policies, then profitability will
decline to a competitive rate.
d) BenefitsdoesPorter’sFive Forcesanalysisprovide-
Five forcesanalysishelpsorganizationstounderstandthe factorsaffectingprofitabilityina
specificindustry,andcanhelp toinformdecisionsrelatingto whethertoenteraspecific
industry;whethertoincrease capacityinaspecificindustry;anddevelopingcompetitive
strategies.
Actions to take / Dos Actions to Avoid / Don’ts
We can use this model where there are at
least three competitors in the market
Need to consider the impact that
government has or may have on the
industry
Considerationof the industrylifecyclestage
– earlier stages will be more turbulent
To consider the dynamic/changing
characteristics of the industry
We shouldavoidusingthe model for
an individual firm; it is designed for
use on an industry basis
Table 1: Benefits of Porter’s Five Forces Analysis
2. Rail IndustryLifecycle-
India’s rail network is the largest in Asia and the second largest in the world (behind the US)
spanning64,456 km withmore than 7,133 railwaystations.The IndianRailways operates 19,000
trains daily, transporting 2.65 MMT of freight and 23 million passengers across the country.
However India’s rail infrastructure suffers from chronic under-investment, due to which its
potential for freight movement remains largely untapped.
The Eleventh Five YearPlanattemptedaparadigmshiftfromthe earlierincrementalapproaches
to one of significant infrastructure capacity addition to handle the quantum increase in traffic
levels and to sustain mobility on the network by setting ambitious targets as compared to the
performance duringthe TenthPlan. Thisplanstrategicallytargetedonconstructionof dedicated
freightcorridors & separatingfreightfrompassenger routes; route-wise planning and capacity
augmentation on the high density network; renewal, rehabilitation & replacement of railway
assets; upgrading technology by use of anti-collision devices, adoption of fire proof coaches,
crash worthy satisfaction coaches, reducing level crossings, enhanced training and efforts to
empower railway protection force . Seven corridors had been identified for conducting pre-
feasibilitystudiesforrunninghigh-speedtrains(popularlyreferred to as bullet trains) at speeds
above 350 kmph.These corridorswillbe setupthroughPPProute. During the period of 2012-17,
Mass Rapid Transit Systems (MRTS) projects are being planned in Ahmedabad, Bengaluru,
8. C O D A P r o j e c t | 8
Hyderabad,Chandigarh,Chennai, Delhi, Jaipur, Kochi, Kolkata, Mumbai, Patna, Pune, Lucknow
and Surat through the PPP model.
3. Emergence of Railway Business Unit in Nirman-
Nirman is a US$10 billion technology, engineering, construction and manufacturing &financial
services conglomerate. Railwaybusinessunit(RBU) isoriginatedasabusiness unit in the year 2007
as a part of Nirman’s new business initiative. It is inspired by eleventh five year plan. However
Nirman had been engaged in the construction of rail infrastructure for more than three decades
now.
Vision is to become a No. 1 integrated engineering solutions provider in India and Middle East
markets by year 2020, by continuously creating value for our shareholders.
Missionisthey will be responsive tocustomerneeds,delivering optimalsolutionsandvalue-added
services; ensuring sustainable growth and professional excellence using state-of-the-art
technology,process-drivenapproaches,eco-friendlysolutionsandITenabledtools;fosteraculture
of mutual trust, respect, teamwork, continuous learning, innovation, challenge and employee
empowerment to provide a growth-oriented workplace; adhere to fair, transparent and ethical
practicesininteractionswithall stakeholders, in keeping the tenets of good corporate citizenship
and remain flexible & agile, continually adapting to the changing business environment.
Values of RBU
Client value creation-Enabling clients to become high-performance businesses and creating
long-term relationships by being responsive and relevant.
Skill Amplifying-To develop a repository of skills and knowledge & train ourselves as a skilled
workforce committed to create value proposition for our clients.
Respectfor Individual-Todemonstrate respect and empathy when working with others. To be
sensitivewhendealingwithother points of view and constructively raise and discuss ideas. To
be cooperative and establish good working relationships and have knowledge of work group
member’s responsibilities.
Challengingtasks- Challengingourselves again and again so that we evolve and grow stronger.
To perform the most challenging tasks without a mistake.
Integrity-Being ethically unyielding. Be honest and inspiring trust by saying what we mean,
matching our behaviors to our words and taking responsibility for our actions.
Transparency- Seekingfeedbackfromall directionsto achieve open communication and foster
collaboration. Proactive in communicating outcomes up, down, and across the entire
organization and offering constructive feedback to others that is timely, specific, and
descriptive.
9. C O D A P r o j e c t | 9
Collections- Increase revenue and collections through use of best practices for Revenue Cycle
Management.
Corporate Strategy is to consolidate within self and position as a provider of complex range of
multi-disciplinaryservices,includingconstruction of railway sidings and yards, bridges (steel and
concrete), tunnels, rail-based urban transit systems (metro systems), stations (including
undergroundstations),railwayelectrification,signalandtelecommunicationsystems,integrated/
composite railway projects, railway track-laying and closed-loop rail transportation systems
(merry-go-round systems) for comprehensive and cost-effective bulk material movement.
For the next5 yearsplan wouldbe to bid aggressivelyforDedicatedFreightCorridor,Monorail,
constructionof IndianRailwayCastSteel WheelManufacturing Plant,TrackworksinChennai
metro, Tractionworksin HyderabadMetro.
4. Porters 5 forces Analysis which is represented as below(Table 2,3,4,5,6) in a simple plus minus
analysis meaning any force acting in favour of the organization would get a plus (+) and any
force acting against will be marked as minus(-):
Supplier Power: For Railway Business Unit (RBU), supplier power can set to be relatively High. The
Indian railways (IR) has setstandardizations, therefore dependencyontechnologyprovidersishigh
for getting the contract & thus suppliers dictate their terms. For certain category of products like
electrificationcomponents/technology,none of the Indian companies qualify the requirements of
RDSO (Research Designs and Standards Organization) and only MNCs have the capability, thus
their collaboration becomes critical for getting contracts.
Factors Railway Business Unit
Supplier Concentration (-)
Substitute Suppliers (-)
Switching Cost (-)
Threat of Forward Integration (-)
Buyer Information (-)
Table 2: Analysis for Supplier Power
10. C O D A P r o j e c t | 10
Buyer Power: This would be classed as High/Strong with regards to RBU. The Indian Railway
is operatingin a monopolisticsituation.Theydemand for latesttechnologyat cost-effective
prices. They tend to squeeze the supplier for better margins. If the margins are not met,
they may switch over to a cheaper and unreliable supplier. However It becomes critical to
continue provide services to Indian Railways in spite of adverse buyer power because they
can give high volumes as well high value projects based upon vendor performance records
& capability in future.
Factors Railway Business Unit
Buyer Concentration (-)
Price Sensitivity (-)
Switching Cost (+)
Volume (-)
Threat of Backward Integration (-)
Substitute Products (-)
Heterogeneity (+)
Threat of New Entry: The threat of new entry is Low. There are no Indian companies which
offer high quality complex range of multi-disciplinary services to Indian Railways (IR).
Nirman has 3 decades of enriched past experience with IR. Switching cost for IR would be
higher especially in mega projects. Also since Nirman has earned good reputation over the
years, therefore many small players like to associate with them. Thus their reach to market
resource is far and wider. Nirman being a big conglomerate and therefore have a high risk
appetite.
Factors Railway Business Unit
Potential Economies (+)
Scope Economies (+)
Brand Equity/Reputation (+)
Switching Cost (+)
Capital Requirement (+)
Market/Resource Access (+)
Table 3 &4: Analysis of Buyer Power and Threat of New Entry
11. C O D A P r o j e c t | 11
Substitutes:The threat of Substitute products is low in present environment. But the threats of
substitutes are increasing. The government will promote PPP model (Public Private
Partnerships) for modernizing railway infrastructure in subsequent railway budgets. Therefore
International players may form consortiums with local players and may offer a viable potential
substitute. Although price sensitivity of IR will remain a big challenge.
Factors Railway Business Unit
Available Alternatives (+)
Switching Cost (+)
Suitability of Alternatives (+)
Price Sensitivity (+)
Potential Substitutes (+)
Table 5: Analysis for Substitutes
Table 6: Analysis for Threat of Rivalry
Section3- OrganizationAnalysisusing organizationexcellencemodels
1. Understanding of the Six Box Model by Marvin R Weisbord (1976)-
In Marvin R. Weisbord’s Six-Box Model, six categories are used to perform organizational
diagnoses which are as follows-
a) Purpose (mission, objectives,goals,priorities,values,beliefs,satisfaction,competencies)
b) Structure (division of work, functions, organize and organization chart)
c) Relationships (conflict management, peer-boss-subordinate)
Threat of Rivalry: There are fewplayers in the market offeringdiverse technical servicesforrail
infrastructure. Therefore threat of rivalry isLow .IR has time and again associated with
Nirman and givenappreciation awards for its contribution invarious projects. For eg.Nirman
has proven its engineeringgeniusinconstructingviaduct across Panvel Nadi for Konkan
Railways. In Rail sector Nirman has ambitiousplans of growth and provenits engineering&
construction ability.Now RBU is usingthis advantage while competingfor bigger projects.
Factors Railway Business Unit
Conventional Fixed/Variable Cost (+)
Differential Capacity (+)
Pricing Behaviour (+)
Market/Company Growth (+)
12. C O D A P r o j e c t | 12
d) Rewards (formal, informal, achievement)
e) Leadership (keeping the elements in balance)
f) Helpful Mechanisms (meetings, policies, coordination)
g) Environment (forces external to the organization difficult to control)
The author has usedthe Six-Box modeltoassistinthe analysisof an organization. Data gathered
from numerous interviews/questionnaire was categorized according to Weisbord's model.
Strengths and weaknesses of each box or element were then examined. The balance or lack of
balance among these Strengths and weaknesses provided the basis for recommendations for
future actions.
To perform an organizational diagnosis, it is essential to have a basic understanding of what
“diagnosis” means and why it must be done. According to Weisbord, identifying and solving a
problemmustbe done systematicallybythe same people, because by so doing, they learn from
their own situation and then seek improvement.
Six-Box model was used primarily as an organizing device. It allowed for logical organization of
thoughtsanddata. It alsofacilitatedthe prioritization of recommendations.This model provides
a strong foundation for assessing organizations. It is also useful as a "quick look" tool to
determine one's strategy for dealing or working with an organization.
Figure 2: Schematic Representation of Weisbord‘S Six Box Model
13. C O D A P r o j e c t | 13
Pros of this model are mentioned below-
a) The Six Boxesmodel isrelativelyuncomplicated,easytounderstandandto visualize byclients. It
reflects the essential activities and key variables in an organisation, and has been successfully
implemented to assist clients in their change programs.
b) Since Weisbordwasinterestedinchange processes,he includedpoliticsasan integral part of the
delivery'sphase designprocess.Forthe organisationtobe able to adopt the change, individuals
and departments must have the power to realize the change.
c) Althoughotherconsultantshave notusedWeisbord'smodel extensively, writers, such as Nadler
and Tushman, Burke and Litwin developed their approaches based on this model.
d) The model draws from a number of management theory schools -- organisation design,
behavioural, psychology and organisational learning.
Cons of this model are mentioned below-
a) The model offers superficial strategic and financial analysis. After an initial check of the
organization’s fit with its environment, the strategy is assumed constant. The interventions
required to rebalance the six boxes are not financially validated.
b) No empirical datahasvalidatedWeisbord'sclassificationof anorganisationintosix components.
The model is based on logic.
c) Weisbord made a clear distinction between the formal and informal organisation. The formal
organisationisthe way the organisationoughttowork.The informal organisation is the way the
organisation really works. This analytical differentiation is usually too artificial in reality.
d) Model lacks a solid theoretical foundation to determine the real existence of gaps, and their
degree of influence overthe wholeorganizationaleffectiveness.Furthermore, the model fails to
provide a solid course of action to close identified gaps given the internal arguments of
dissatisfaction.
2. Application of Weisbord’s Six Box Model- A Case Analysis on Railway Business Unit
a) Understandingof the Organization
i. Background
Nirman is a US$10 billion technology, engineering, construction and manufacturing &financial
services conglomerate. Railway business unit (RBU) is originated as a business unit in the year
2007 as a part of Nirman’s new business initiative. Railway Business unit is started as a new
businessunit.The broadspectrumof targetedcapabilitieswouldenableNirmanoffering a single
–source SolutionsCompanyforcomplex andintegratedrailwayprojects. Traditionally Nirman is
a civil contractor company.Itis notedthatRBU’s skillsrequirementsare differentfromits parent
company.
ii. Administration
The organizational structure of the Nirman is bureaucratic in nature; communication is very
formal and commonlyreliesonwritten messages, reportsand memos.Ithasmultiple layers,dual
reporting’s and centralized authority. The structure helps in standardization, administrative
efficiency, control and clear management structure. But it has high levels of supervisor, lack of
14. C O D A P r o j e c t | 14
employee freedom. But for RBU a more flat structure is considered which resulted in quicker
decision making. For building team of RBU a dynamic CEO was hired laterally who has Railway
experience as well as good leadership skills. This has brought clear communication, delegation
and involvement of team in the shared vision of the company.
iii. Consolidation
But RBU was formed a collective team of old Nirmanites and new bunch of Railway Specialists
hiredfromexternal sources.Thishasresultedincomplex dynamicsof relationshipsat work. The
oldNirmanitesisusedtoformal communication,no feedback systems, working late hours, and
multi-skilling.The CEOwantsdemocraticstyle of working, harness individual capabilities, clear
feedback mechanisms in place, clear roles and focused output. But old Nirmanites have come
with solid teams with a harmonious relationships and proven records of delivery on time. The
compensation of RBU was kept aligned as per the salary polices of Nirman. New hires were
offered salaries as per market rates. This change has triggered attrition of old Railway
specialists.
b) Methodology used
The Organizational Diagnosis Questionnaire (ODQ) is based on Weisbord’s practitioner-
orientedtheory.The ODQgeneratesdataineachof Weisbord’s suggested six areas as well as
in a seventh, attitude toward change. This item was added as a helpful mechanism for the
person involved in organizational diagnosis. In attempting any planned-change effort in an
organizationitiswise to know how changeable an organization is. Such knowledge helps the
change agentunderstandhow to directhisefforts.Thirty-five items compose the ODQ, five in
each of the seven variables. Respondents are asked to indicate their current views of their
organization on a scale of 1 to 7, with a score of 4 representing a neutral point (Table 7).
Table 7: The Questionnaire(ODQ) Design with Responses
Strongly
Agree
Agree
Agree
Slightly
Neutral
Disagree
Slightly
Disagree
Disagree
StronglyParameters/Weightage 1 2 3 4 5 6 7
1. The goals of this organization are clearly
stated. 2 5 3
2. The division of labor of this organization is
flexible. 3 3 2 1 1
3. My immediate supervisor is supportive of my
efforts. 3 5 1 1
4. My relationship with my supervisor was a
Harmonious one. 3 6 1
5. My job offers me the opportunity to grow as
a person. 2 2 2 3 1
6. My immediate supervisor has ideas that are
helpful to me and my work group. 2 2 3 2 1
7. This organization is not resistant to change. 4 1 1 1 2 1
8. I am personally in agreement with the stated
goals of my work unit. 2 3 4 1
9. The division of labor in this organization is
intended to help it reach its goals. 1 4 3 1 1
15. C O D A P r o j e c t | 15
10. The leadership norms of this organization
help its progress. 1 4 2 1 2
11. I can always talk with someone at work if I
have a work-related problem. 4 3 2 1
12. The pay scale and benefits of this
organization treat each employee equitably. 3 2 1 1 1 2
13. I have the information that I need to do a
good job. 1 2 5 2
14. This organization introduces enough new
policies and procedures. 1 3 3 2 1
15. I understand the purpose of this
organization. 1 5 3 1
16. The manner in which work tasks are divided
is a logical one. 1 2 5 1 1
17. This organization’s leadership efforts result
in the organization’s fulfillment of its
purposes. 5 4 1
18. My relationships with members of my work
group are friendly as well as professional. 4 6
19. The opportunity for promotion exists in this
organization. 1 6 3
20. This organization has adequate mechanisms
for binding itself together. 4 3 3
21. This organization favors change. 4 2 1 2 1
22. The priorities of this organization were
understood by its employees. 3 3 4
23. The structure of my work unit is well
designed. 1 6 3
24. It is clearto me whenever my boss is
attempting to guide my work efforts. 2 3 3 1 1
25. I have established the relationships that I
need to do my job properly. 1 6 2 1
26. The salary that I receive is commensurate
with the job that I perform. 1 6 1 1 1
27. Other work units are helpful to my work unit
whenever assistance is requested. 4 2 2 1 1
28. Occasionally I like to change things about my
job. 1 4 1 3 1
29. I had enough input in deciding my work-unit
goals. 1 5 3 1
30. The division of labor in this organization
actually helps it to reach its goals. 3 4 2 1
31. I understand my boss’s efforts to influence
me and the other members of the work unit. 1 1 3 3 1 1
32. There is no evidence of unresolved conflict in
this organization. 2 1 3 1 2 1
33. All tasks to be accomplished are associated
with incentives. 1 3 1 2 2 1
34. This organization’s planning and control
efforts are helpful to its growth and
development. 3 2 3 1 1
35. This organization has the ability to change. 1 3 3 1 2
The ODQ isa survey-feedbackinstrumentdesignedtocollectdataonorganizational functioning.
It measures the perceptions of persons in an organization or work unit to determine areas of
activitythatwouldbenefit from an organization development effort. It can be used as the sole
data-collection technique or in conjunction with other techniques (interview, observation,
16. C O D A P r o j e c t | 16
etc.).The instrument and the model reflect a systematic approach for analyzing relationships
among variables that influence how an organization is managed. The ODQ measures the
informal aspects of the system.
c) Administrationof the ODQ
The administrator of the questionnaire must emphasize to the respondents that they be open
and honest. If theyare not; data may yieldan inaccurate assessment of the organization on any
or all of the seven variables.All ODQstatementsare positiveandcaneasilybe discernedassuch,
which may influence the manner in which the respondents react to the questionnaire.
d) Processingthe Data
i. The Sample size of the data represents 30% of staff each band comprising of Junior
Management, Middle level and Senior Management. They cover both technical and support
departments located in head office as well as different project sites.
ii. The Website Survey Monkey is used to connect with all the participants (Figure 3). Within
specifiedtime andproperexplanation,respondentshave completed their Survey. However it is
pertinent to mention that this group represents 1/3rd
of the total staff and they are technical
savvy &understands the utility of such surveys.
Figure 3: ODQ onwww.surveymonkey.com
ndividual response
Figure 4: Individual Responses on www.surveymonkey.com
17. C O D A P r o j e c t | 17
iii. The responsescollectedbySurveyisshownbelowasbar or line graphforcollective
representationeachforJuniorBand,Middle level andSeniorManagement.
Figure 5: Line Graph of Junior Management
Figure 6: Line Graph of Middle Management
1.00
2.00
3.00
4.00
5.00
6.00
7.00
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
No.Indicatesthinking
Serial No. of Questions
Resp 1
Resp 2
Resp 3
1
2
3
4
5
6
7
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
No.Indicatesthinling
Serial No. of Questions
Resp 1
Resp 2
Resp 3
18. C O D A P r o j e c t | 18
Figure 7: Line Graph of Senior Management
e) InterpretationandDiagnosis
One of Diagnostic approach would be to average out the data on questions focusing on 6
dimensions of the box model including the 7th
which is attitude towards change (Table 8).I
findthatmost of the scores are below 4 and it indicates that RBU is doing well on all factors
of the box model such as Purpose, Structure, Leadership, Relationships, Rewards, Helpful
MechanismsandalsoAttitude towards Change. Itiscreditedtothat fact that the participants
in the survey have spent more than 4yrs in the current organization and have developed
requirednetworkstogrow furtherand adjustedasper norms of the company. This may also
indicate their “Frog in the Well” attitude.
Table 8: ODQ Scoring Sheet
Scores
Purposes JM MM SM Structure JM MM SM
The goals ofthis organization are
clearly stated
2.00 2.67 1.75 The division oflabor ofthis
organization is flexible
5.00 3.33 2.5
I am personally in agreement with
the stated goals ofmy work unit
3.00 2.67 2.25 The division oflabor in this
organizationis intended tohelp it
reach its goals
3.00 2.00 3
I understand the purpose ofthis
organization
2.67 2.33 2.25 The mannerin which work tasks
are divided is a logical one
3.00 3.00 2.75
The priorities ofthis organization
were understood by its employees
3.00 3.33 3 The structure ofmy work unit is well
designed
2.00 2.67 2
I had enough input in deciding my
work-unit goals
3.00 2.33 2.25 30-The division of labor inthis organization
actually helps it to reach its goals
3.00 2.67 3.5
Total 13.67 13.33 11.5 Total 16.00 13.67 13.75
Average 2.73 2.67 2.3 Average 3.20 2.73 2.75
1
2
3
4
5
6
7
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
ScaleIndicatesThinking
Serial No. of the Questions
Resp 1
Resp 2
Resp 3
Resp 4
19. C O D A P r o j e c t | 19
Leadership JM MM SM Relationships JM MM SM
My immediatesupervisor is supportive of
my efforts.
3.33 2.00 1.75 My relationship with my
supervisor was a Harmonious
one.
3.33 1.67 1.75
The leadership norms ofthis organization
help its progress.
3.00 3.00 3.5 I can always talk with someone
at work ifI havea work-related
problem
1.00 2.67 2.25
This organization’s leadership efforts
result in the organization’s
fulfillment ofits purposes.
3.67 2.33 2.5 My relationships with members
ofmy work group arefriendly as
well as professional
1.33 1.67 1.75
It is clear to me whenever my boss is
attempting to guide my work
efforts
2.67 2.33 2.75 I have established the
relationships that I need to do
my job
properly
2.00 2.33 3.25
I understand my boss’s efforts to
influence me and the other
members ofthe work unit
3.67 2.67 4 There is no evidence of
unresolved conflict in this
organization
4.33 4.00 4.5
Total 16.33 12.33 14.50 Total 12.00 12.33 13.50
Average 3.27 2.47 2.90 Average 2.40 2.47 2.70
Rewards JM MM SM Helpful Mechanisms JM MM SM
My job offers me the opportunity to grow
as a person.
2.67 3.33 2.75 My immediatesupervisor has
ideas that are helpful to me
and my work group
3.67 2.67 2.5
The pay scale and benefits ofthis
organization
treat each employee equitably
3.67 4.00 5 I have the information that I
need to do a good job.
2.67 2.33 3.25
The opportunityfor promotionexists inthis
organization.
1.67 2.67 2.25 This organization has
adequate mechanisms for
binding itself
together
2.67 3.33 2.75
The salary thatI receive is commensurate
with the job that I
perform
5.00 4.00 4.25 Other work units are helpful
to my work unit whenever
assistance
is requested
2.67 2.67 4.25
All tasks to beaccomplishedare associated
with incentives
4.00 4.33 4.75 This organization’s planning
and control efforts are
helpful to its
growth and development
4.33 3.00 3.75
Total 17.00 18.33 19.00 Total 16.00 14.00 16.50
Average 3.40 3.67 3.80 Average 3.20 2.80 3.30
Attitude towardsChange JM MM SM
My immediatesupervisor has ideas that arehelpful to me and my
work group
4.33 3.33 4
I have the information that I need to do a good job. 4.00 2.67 2.5
This organization has adequate mechanisms for binding itself
together
3.67 3.67 3.75
Other work units are helpful to my work unit whenever assistance
is requested
4.33 1.67 2.75
This organization’s planning and control efforts are helpful to its
growth and development
3.33 3.33 3
Total 19.67 14.67 16.00
Average 3.93 2.93 3.20
Andthe other Diagnosticapproachwouldbe tofollow the same guidelinesof assessmentinrelation
to the neutral point(score) of 4. The score of each of the thirty-five itemsonthe questionnaire can
20. C O D A P r o j e c t | 20
be reviewedtoproduce more exactinginformationonproblematicareas.Thusdiagnosiswouldbe
more precise. The individual scoresabove 4are mappedinFig9.
Table 9: Individual Scores
Weightage Parameters
7 6 2 6 5 3 This organization isnotresistantto change
5 6 1 3 6 2 The leadership normsof this organization help its progress
4 7 2 7 6 5 The pay scale and benefitsof this organization treateach employee
equitably
7 6 3 6 3 4 This organization favorschange
7 4 4 6 5 2 The salary thatI receive is commensuratewith thejob thatI perform
7 6 4 6 5 3 There is no evidenceof unresolved conflictin this organization
7 3 6 5 6 5 All tasksto be accomplished areassociated with incentives
The individual scoresonpayscale and benefits indicates scores 5 and above which means there are
problem lies in this area and which indicates there is a variance in organizational offering and
individualaspirations.There are specificobservationsthatthe candidates hired laterally are offered
salary as per market conditions, thus it creates disparity with the pay scale resulted in leaving of
internal talent.Andthisisfurthercomplicatedbyrisingopportunitiesin overseasmarketlike Middle
East and Canada. There is system of performance linked reward, but no system of task based
incentive orteambasedincentivesetc.Therefore Individual scores are indicative of grey area in the
organization.The Manpowercompositionmappedrecentlyindicatesthat 80 % employees are Gen Y
and only 20 % are Gen X, baby boomers and Veterans. Therefore it demands a total overhauling of
the HR policies,careerplanningandleadershipdevelopmentprograms.Nirmanisreeling under high
attritionandtalentcrunch amongstskilled workforce.Therefore itisdesirable to focus on individual
needs and aspirations. The staff members are not content with their higher authorities. There are
unresolved conflicts about the management style; work life balance; ambiguous job roles; lack of
training; indirect feedback mechanisms; lack of recognition of individual contribution and non -
alignment of individual with organizational goals.
The interventions as per individual and collective diagnosis will be proposed as tangible and
suggestive measures. They will reflect the one which are implementable at the BU level as well as
corporate level.There will be manysubsetswill emerge during its discussions and implementations
and will be required to modify it as per needs of various groups.
21. C O D A P r o j e c t | 21
Table 10: Tangible Interventions and Can Be Easily Implemented At Business Unit Level Are
Mentioned As Down Below-
Suggested for Management Band Proposed Measures
For Junior and Middle Management level Knowledge attainment through e-learning and
othertrainingscan be linkedtoPMS and should be
included as a part of weightage in the overall
scoring.Thiswill helpbuilding the learning culture
in the organization and fulfill their individual
aspirations.
For all Management levels For more transparencyandinvolvement,town hall
meetingstobe heldon quarterly basis. Minutes of
the meeting to be documented for reference and
implementations.
Junior and Middle Management Team leaders They can be proposed to undergo assessment for
leadershipskills. Executive coaching programs can
be plannedforcustom-builtdevelopmental needs
of junior to mid-level managers. These programs
can be monitored on yearly basis. Feedback to be
discussedwithcandidate aswell hiscolleaguesand
accordinglyjobrolestobe designed. This will help
managers to create value proposition in the
careers for self and team members.
For Junior and Middle Management level Customizedrolesandresponsibilitiestobe worked
upon to cater to individual growth aspirations.
Competency mapping will bring role clarity and
better succession planning.
For Junior and Middle Management level There can be framework developed for proper
distribution of work. Employees should not have
ambiguous reporting relationships and all the
relatedchanges tobe informedtostakeholders via
a formal communication. This will reduce the
conflicts at work.
Table 11: Suggestive Interventions Which Will Require Implementation at Corporate Levels-
Suggested for Management Band Proposed Measures
For all staff Compensationsurveystobe done frequentlyand
thus salaries, benefits should be updated as per
markets trends. This will be a comprehensive
exercise andrequiresacommitmentfromthe top
management. But respective BUs needs to
provide feedback with evidence on a regular
basis. So based upon the majority stakeholders,
management will be able to take action.
For all staff To develop a culture of open feedback
mechanisms. There need to be champions for
effectivefeedback mechanisms at various levels
of the organization who can make the business
22. C O D A P r o j e c t | 22
case for how paying attention to primary
stakeholder feedback will improve the quality,
effectiveness and accountability.
For Junior Management The company needstoidentifynew talent pools,
including working with different tiers of
institutes.Theycantie- upwithtopmostcolleges
for the master’s program and encouraging
employeestoappear& fundingtheirhigherlevel
education. This may reduce attrition at junior
management levels in the company.
Section4- HR Audit using PCMM
a) Understanding of the model
i. Background
Human resource management has evolved itself from a peripheral section to an increasingly
indispensable role towards the growth of a company. The ultimate goal is that when there is
competent workforce within organizations in aspects of competences, evaluation, knowledge
management,strategicplans,compensation,staffing,careerdevelopment,etc., organizations will set
exemplarybenchmarksintheirprofessional field.However,inrealitymostof the organizationsdidnot
integrate or implement these principles into organizational system and practice satisfactorily and
efficiently. Nevertheless, in order to overcome the increasing challenges of human resource
management, it is necessary for organizations to have an integrated measurement for various
competencies of their workforce.
In face of challengesaforementioned and the essential demand for workforce capability in business,
the Carnegie MellonUniversitySoftware EngineeringInstitute (http://www.sei.cmu.edu/) developed
the People CapabilityMaturityModel (P-CMM) toassistbusinessestomanage various maturity levels
and employees’capabilitiesinthe entire organization. The P-CMM is made up of five maturity levels,
and that the model is focused on the ultimate goal to develop workers’ competencies according to
the needs of process maturity levels. The P-CMMwas initially published in 1995, and thus has been
successfully adapted into various multinational corporations or regional service centers, such as
Accenture, Boeing, Citibank, Honeywell, IBM, Intel, LG, Nokia, Siemens, Tata, Ericsson, Samsung,
Lockheed, HCL, Novo Nordisk, Pershing, etc.
23. C O D A P r o j e c t | 23
ii. Significance of the model
Since organizationsare notlikelytodevise a comprehensive framework to tackle all the workforce
capabilities,the People CapabilityMaturityModel offers asa roadmapand a setof guidelines and is
sequencedwithfive stages for implementation. Besides, each progressive level of P-CMMclearly
declares unique transformation with powerful practice for attracting, developing, organizing,
motivating, and retaining its workforce…establishes an integrated system of workforce practices
that mature throughincreasingalignmentwiththe organizations’businessobjectives,performance,
and changing needs.
The People Capability Maturity Model is an emerging technique in the human resource field and
becomes a burgeoning approach in human resource consulting for organization development.
P-CMM is different from two other management process models, International Organization for
Standardization(ISO) orBusinessProcessReengineering (BPR) in that it focuses on the continuous
progress dynamically happening in the daily and practical processes primarily facilitated by the
human resource managers. Hence, it is desired that the processes in different levels of P-CMM
should be standardized so that standardized processes could be then duplicated and transmitted
rapidly.
In comparison of P-CMM with other models developed by the American Society for Training and
Development (ASTD), P-CMM is likely to enhance the comprehensive development in diverse
aspects in a connected manner in an organization. P-CMM progresses on its maturity level by
startingwiththe single competencyinaparticularset and coordinating the required competencies
into the bigger and other categories for the ultimate purpose in a desired P-CMMlevel. Thus, P-
CMM was gradually recognized by world-class multinational corporations as numerous HR
professionalsverifieditsstandardsinaspectsof general HRfunctions,competencies,humancapital,
and organizational development and change. Also compared to ASTD competency models, P-CMM
isa much more systematic,more progressive,andmature approachforHR practice inreal business.
24. C O D A P r o j e c t | 24
iii. Characteristics of P-CMM
Generally speaking, P-CMM is an evolutional channel for organizational improvement and
development. Hence, according to this trend of thought, P-CMM consists of some essential
characteristics as follows.
1. The theoretical foundation of P-CMM is from Total Quality Management, Human Resource
Management, and Organizational Development.
2. P-CMM isdesignedtoimprove the workforce practices;thusit has to be kept updated and under
constant revision in order to catch up with and conform to the latest business demands.
3. P-CMM isa model withfive maturityprocess-basedlevels.Eachmaturitylevel has a standardized
process specifying its target areas and possible solutions to guide organizations to perform
efficiently in their daily routine.
4. During the practice of P-CMM, employees would be provided with ample opportunities to
developtheircareer potentials and generate more motivation to enhance their performance than
before.
5. The maturity framework of P-CMM is meant to construct a working environment where
“practices can be repeated, best practices can be transferred rapidly across groups, variations in
performing best practices are reduced, and practices are continuously improved to enhance their
capability.”
iv. Maturity levels of P-CMM
The People CMMconsists of five maturity levels that lay successive foundations for
continuously improving talent, developing an effective workforce, and successfully managing
people assetsof the organization.Eachmaturitylevel isawell-definedevolutionary plateau that
institutionalizes a level of capability for developing the workforce within the organization. The
goal starts from the short-termfix of ineffective practices to the more comprehensive overhaul
of the organizational culture. The details of content of each maturity level are as follows:
25. C O D A P r o j e c t | 25
Level 1: Initial
Organizations at the initial level have difficulties to retain workers and lack common vision on
managementresponsibilitiesaswell ashighemployee turnover rate. Organizations at the initial
level exhibit some characteristics: inconsistency in performing practices, displacement of
responsibility, ritualistic practices, and an emotionally detached workforce.
Level 2: Managed
The processareas at the Managed Level (MaturityLevel 2) focuson instillingbasicdiscipline into
workforce activities.At thislevel,managerstake responsibilityformanagingand developingtheir
people. The process areas at this level are Staffing, Communication and Coordination, Work
Environment,Performance Management,Training and Development, and Compensation. Since
the managed level is still regarded as a low-maturity phase, managers are very vigilant about
potential problems such as “work overload, environmental distractions, unclear performance
objectivesorfeedback,lackof relevantknowledge orskill,poorcommunication,andlow morale.
Level 3: Defined
At the defined level, organizations clearly identify core competencies and align them with
business strategies and objectives. The competencies were mainly adapted from Lyle M.
SpencerandSigne M. Spencer’s(1993) competency model from “Competence at work: Models
for superior performance.” In addition, organizations develop an infrastructure by building on
practices from the previous level, and tie the workforce capability to strategic business
objectives. The processareasat MaturityLevel 3 are CompetencyAnalysis,Workforce Planning,
Competency Development, Career Development, Competency-Based Practices, Workgroup
Development, and Participatory Culture.
Level 4: Predictable
The focus of the predictable level istoempowerandintegrate workforce competencies,manage
employee’sperformance quantitativelyandestablishcompetence-based teams (see Figure 11).
Besides, organizations increase the level of predictability for their operations by following
practiceswithmeasurable resultsthatare supportedbyall levelsof management.The expected
areas for implementation in maturity level 4 are mentoring, organizational capability
management,quantitativeperformance management, competency-based assets, empowered
workgroups, and competency integration.
26. C O D A P r o j e c t | 26
Level 5: Optimizing
The process areas at the Optimizing Level (Maturity Level 5) focus on continuous improvement of
workforce capability and practices. These practices cover issues that address continuous
improvementof methodsfordevelopingcompetency, at both the organizational and the individual
level.The processareasatMaturity Level 5 are Continuous Capability Improvement, Organizational
Performance Alignment and Continuous Workforce Innovation.
Compensation
T&D
PMS
Work
Environment
Communication
& Coordination
Staffing
Participatory Culture
Work group
Development
Competency based
practice
Career Development
Competency
Development
Workforce Planning
Competency Analysis
Inconsistent
Management
People
Management
Competence
Management
Capability
Management
Change
Management
Repeatable
Practice
Competency
based Practice
Measured and
Empowered
Practice
Continuing Improving
Practice
Figure 8: The Five MaturityLevels of the P-CMM
Initial
Managed
Defined
Predictable
Optimizing
Mentoring
Organizational
Capability Management
Quantitative
Performance Mgmt.
Competence based
assets
Empowered
workgroups
Competence Integration
Continuous
Workforce
Innovation
Organizational
Performance
Alignment
Continuous
Capability
Improvement
Figure 9: Process Areas of P-CMM
27. C O D A P r o j e c t | 27
b) Purpose
Based upon the experience, observation and understanding the current development of
workplace practices in RBU has reached the second level of P-CMM. To begin with I will
compare the workplace practices to the protocol in the second level of P-CMM.
c) Methodology
For this purpose interviews are conducted with sample of staff members at the junior,
middle and senior level management and the work experiences are correlated. The
interviewsaimedtoseekmore internal &personal perspective and not what is officially or
explicitly recorded in the company documents.
d) Discussions
The adoptionandconstructionof the secondlevel of P-CMMin RBU is primarily consists of
following criteria’s -
Goal(G)
Commitment to perform (CO)
Ability to perform (AB)
Practices(P)
Measurement and Analysis (ME)
Verifying Implementation (VE)
Table 12: Adoption and Construction of the Second Level of P-CMM in RBU
Managed Level (Secondlevel)
ProcessAreas
1. Staffing
G
i. Staffing practices are institutionalized to ensure that they are
performed as managed process
ii. Individuals or workgroups in each unit are involved in making
commitments that balances unit’s workload with approved staffing
iii. Staffingdecisionsandworkassignmentsare based on an assessment of
work qualifications and other valid criteria
iv. The organizationactivelyrecruitsqualifiedtalentasperrequirementsof
the business
v. Individuals are transitioned into the positions in an orderly way
CO
i. The organization establishes and maintains a documented policy
for conducting its Staffing activities.
ii. Management of staff should be law- and regulation-abiding.
iii. Design the recruitment policies to ensure the fairness, justice and
openness of its process
AB i. Human resource managersare able to ensure the smooth execution of
the recruitment process
ii. The assigned person-in-charge must have professional knowledge on
law and regulations
iii. Organizations can provide resources like software etc., to ensure the
smooth execution of the recruitment process
28. C O D A P r o j e c t | 28
iv. Budget is provided to implement human resource activities
P
i. In the budget exercise every year, every unit has to provision for
additional manpower if any.
ii. Members of the unit are involved in the interview and selections
decisions
iii. Selectionprocessisclearlylaidout andstaff membersare trainedin the
process
iv. Multiple roundsof interview processto have consensus based decision
on the selection of the candidate(s)
v. Properscreening,documentverificationand antecedent processes are
implemented for genuine selection
vi. Causes of voluntary resignation from the organization are
Identified and documented
vii. Workforce reduction happens as per policies , but no proper
outplacement services are provided
viii. Discharges of unsatisfactory performers are done as per organization
policies and procedures
ME
i. All new employees are kept on probationary period and their
performance is evaluated by their department head and based upon
theirrecommendationthe personisofficially employed or terminated.
ii. Management information system is prepared on monthly basis for
regular monitoring and for future course of action
iii. Recruitment papers are checked at multi-level in the HR department
and documented for future reference
iv. Annual performance assessment of employees to understand their
growth in the system and to cater to their training & development
needs
VE
i. SeniorManagementreviews of the recruitment and staffing analysis &
suggests deadlines, solutions etc.
ii. Salaries offered have to be complied with internal salary policy and if
there is gross mismatch with the expectations then suitable decisions
will be made as per business requirements
iii. Presently there is no system of internal or external auditing of the
recruitment processes
2. Performance Management
G
i. Performance Managementpracticesare institutionalizedtoensure they
are performed as managed processes
ii. Set up performance objectives for individuals and departments
respectively
iii. Reward or recognize high-performing employees
iv. Training and Development needs are captured from PMS for career
development and succession planning
v. Performance problems are managed
vi. Role clarity and reporting relationships are addressed
vii. Establishing a clear linkage between rewards and performance ratings
CO i. The organization establishes and maintains a documented policy for
conducting its Performance Management activities
29. C O D A P r o j e c t | 29
ii. An organizational role(s) is assigned responsibility for assisting and
advising units on Performance Management activities
iii. Clearguidelines are released at organizational level to maintain parity
and fairness across the company
iv. Data is collated at the organizational level to recheck the parity and
fairness before distributing rewards
AB i. The HR office takes charges of the appraisal content and coordinates
with other departments for that as well
ii. The HR office lists those high-performing employees for award
recognitionandproposesimprovement plans for low-performing ones
iii. Properorientationsessions are provided in performance management
practices
iv. All the unitsare commanded for timely completion of the PMS process
P i. Performance objectivesforeach individual are reviewed on a periodic
or event-driven basis, and, if necessary, they are revised
ii. If performance problems occur, they may or may not discussed with
the appropriate individual(s)
iii. Organization and unit & department level objectives are set as per
balance score card, MBO etc. and that will become framework for
determining the objectives of individual employees
iv. Performance oriented development plan is the development tool for
identifyingdevelopmentneedsof the employee in his/her current role
and forms an integral part of the appraisal system. It is to be jointly
drawn up by the superior and subordinate
v. Followingparameters,asapplicable,tobe considered while individual
objectives are formulated:
Strategic Parameter (quantitative)
Financial / Functional Parameter (quantitative)
Development of Successor / Subordinate (quantitative / qualitative)
Espousing Corporate Values and Vision (qualitative)
vi. Online PMS on SAP platform
ME i. Unit measuresof Performance Managementactivitiesare collected and
maintained
ii. All the units have to adhere to guidelines about the process of
assessment as well distribution of rewards. Any deviation has to be
approved at the higher levels
VE i. Executive management reviews the Performance Management
activities, status, and results; and resolves issues
ii. For any genuine concern(s) employee(s) can approach the highest
authorities and get it clarified or corrected
3. Training and Development
G i. To build up a second line of competent officers and prepare them as a
part of their career progression to occupy more responsible positions
ii. Orientation of new employees
iii. To assist the employees to function more effectively in their present
position by exposing them to the latest concepts, information and
techniques and developing in them the skills required in their fields
30. C O D A P r o j e c t | 30
iv. To propagate learning culture in organization
CO i. The organization establishes and maintains a documented policy for
conducting its Training and Development activities
ii. Organization establishes COE (Centre of Excellence ) for development
and assessment needs
iii. PODP (People oriented development program) is a necessary part of
Performance assessment
iv. Training calendars are prepared and upgraded every year
v. Budget is allocated for training and development programs
vi. In-house training institutes are set up for imparting technical and
behavioural training
vii. Every individual should attended at least 2 man-days of training per
year
AB i. The HR office arrangesaccurate trainingcoursesbasedonthe individual
or departmental demand
ii. For specialized modules pool of qualified professionals are identified
and developed who have keen interest in training
iii. Tie ups with top colleges to provide masters educational programs
P i. Training needs are identified in performance appraisals process
ii. HR departmentwithhelpof functionaldepartmenthave identifiedpool
of vendors/institutes which can provide special software training etc.
iii. Customized training and orientation programs are developed for
campus recruits by HR
iv. MonthlyMIS are preparedtoshow progresson trainingactivities of the
unit
v. All the top raters are being send to COE for leadership programs
vi. For average performersprogramsare designed called good to great for
improvingtheirpersonalitydevelopment,communication,presentation
skills etc.
vii. E-learning modules are designed called as ATL (Any time learning ) for
upgradingsubjectknowledgeinmanagement,safety, quality, six sigma
etc.
ME i. Evaluate the enhancement of performance appraisal of skills or
behavior after the training
ii. Analyze the feedbackandevaluationfromemployee’s training to see if
it reaches the expected objectives
iii. Assessment of ROI (return on investment)
VE i. Executive management periodically reviews the Training and
Development activities, status, and results; & resolves issues
4. Compensation
G i. The compensation should be designed as per regulation
ii. The compensation should be consistent to be confirmed with policy
guidelines. The compensation record should be established with
approved verification and updated constantly.
iii. Compensation is equitable relative to skill, qualifications, and
31. C O D A P r o j e c t | 31
experience & performance
CO i. The compensation is governed by corporate policies and guidelines
ii. The organization establishes and maintains a documented policy for
conducting its Compensation activities
AB i. Payroll is rolled out regularly and punctually based upon approved
compensation of employees
ii. Carrying out the bonuses across company under a uniform reward
guidelines
P i. Salarydetails,tax planning andclaimsof individuals are available on an
online shared service portal
ii. Provide employees with stock options
iii. Understandemployees’demandsconstantlytotransform the demands
into part of compensation to keep talents
iv. All compensation and benefits policies are available online for all
management cadres
v. There isa sharedservice helpline number for clarification of all doubts
related to salary, retirement benefits, other benefit claims, transfer
expenses claims etc.
vi. Salaries are offered as per experience, qualification and management
band
ME i. Employee perspectives towards organizational commitment, their
morale, productivity will indicate the trends
ii. Ability to recruit and retention of key people
VE i. The management and process of the compensation system are based
on related policies and regulations of the administration
ii. A responsible individual(s) verifies that Compensation activities are
conducted according to the organizations documented policies,
practices, procedures, and addresses noncompliance
5. Work Environment
G i. Provide safe and comfortable working environment
ii. Systemize the working processes related to the working environment
iii. Minimize the factors that distract employees from work
CO i. Ensure to obey all the proper laws and regulations to protect
employee’s safety in the working hours like medical and accidental
insurance coverage to all employees
ii. Organization has pledged to provide safe and congenial working
environment to all employees
AB i. Arrange and announce a variety of safety training and skills in order to
keep employees updated
ii. Work environments are audited regularly
iii. All work offices and sites are safety compliant
iv. Kaizan implemented
P i. Health camps are organized for individual well being
ii. Safe Man-hours at every workspace are recorded periodically
32. C O D A P r o j e c t | 32
iii. Monthly reports are submitted on unsafe conditions
iv. Safety Conscious Engineer Awards are given
v. EHS suggestion schemes are instituted
vi. Attendance of Safety staff are checked every day
vii. Corrective events are to be reported periodically
ME i. Proactive and reactive measurements are instituted
ii. Housing keeping standards
iii. Number of hazards reported by clients
VE i. Appreciation awards by the clients
ii. Employee satisfaction, morale boost are the indicators
6. Communication and Coordination
G i. Senior managers communicate and coordinate with various levels of
managers through management meetings
ii. Holdindividual ordepartmentmeetings irregularly for collaboration or
negotiation on the work progress to achieve organizational goals.
iii. Individuals or groups are able to raise concerns and have them
addressed by management
iv. Individuals and workgroups coordinate their activities to accomplish
committed work
v. Information is shared across the organization
CO i. An organizational role(s) is assigned responsibility for assisting and
advising units on Communication and Coordination activities and
procedures
AB i. Adequate resources are provided for performing Communication
and Coordination activities.
P i. Intranet portal is developed to disseminate information across the
organization
ii. Be activelyconcernedaboutemployee’s mental and physical health to
maintainaneffective relationship between employers and employees
iii. Interpersonal problems or conflicts that degrade the quality or
effectiveness of working relationships are handled appropriately
iv. Individuals and workgroups coordinate their activities to accomplish
committed work
v. Through various communication platforms, the organizational culture
and value are to be transferred to enhance coordinative results of
employer and employees
ME i. Organizational grapevine can indicate the effectiveness of
communication and coordination
VE i. Enhance the organizational commitment behavior
ii. Checkto see if there isa decreasingnumberof employees’ questions
about controversial issues
33. C O D A P r o j e c t | 33
1.1 Staffing
For improvementinthe StaffingasaProcessarea, an auditsystemisproposedtocheck the
verificationof recruitmentandselection processes.The vacant positions should be verified
inthe budgetingprocessandforanyvacancy internal candidatesshould be securitized first
before exploring external environment. This will help in fast mobilization project teams
rather thandependinguponexternal candidates.The lagtime between interview and offer
should be reduced down by cutting down unproductive processes. Talent acquisition is a
highpressure anda critical jobprofile.Howevertooptimize itseffectivenessthe percentage
of candidates taken from the market should be limited to not more then 20-30%, and
should be supported with campus selections, upgrading of skill, contract staffing, and
recruitment of consultants. There should be a cultural induction of new employees and
hand holding their smooth transition in the system.
2.1 Performance Management
The performance managementsystemisawell-documented policy in Nirman. The reward
systemisbeingworkedoutlogically and implemented strictly to improve the parity across
the organization.Itcan be significantly enhanced providedthe rolesandresponsibilities are
strictlyworkedoutforindividualsasperlaidoutsystem andif possible canbe custom made
to suitindividualaspirations. There should be weightage given on feedback discussions of
individuals.The PMSprocesscan be further upgraded byaddingthe inputs of subordinates,
peers,customers,suppliersandotherrelatedstakeholders. Alsoitis worth mentioning that
trainings like good to great is a good initiative to improve the average performers.
3.1 Training and Development
Traininganddevelopmentisanimportantfunctionandencourage bytopmanagement. On
the job training, employee orientation, technical trainings and behavioural trainings are
some the important constituents. E -learning portal is instituted for various management
and technical subjects.Alsothere is an online training library for technical modules. Every
workspace haslibrariesfor encouraging the habit of reading. However there should be an
audit on implementation of training programs. And Employee survey should be done on
regularbasisto improve itsviabilityandeffectiveness.
4.1 Compensation
RBU salariesare governedbythe organizationlevel compensation policy. Salary consist of
components which includes base pay and allowances, retention pay, profit sharing
component, retirement & pension scheme, performance linked reward, medical benefits
34. C O D A P r o j e c t | 34
and holidayprivileges with family. Also organization offers opportunities for professional
development, education reimbursement etc. The salary increase given each year is
negligible,butthere issignificantincreasein grade relatedallowancesandeligibilitiesandof
course handsome bonus awarded based upon unit and individual performances. Nirman
doessalarycorrectionevery5 yearsmostly.Andthere isa significantsalary improvementin
the graduate and diploma levels to attract the best talent from campus. However at the
middle and senior level there is a constant challenge of retention of bright talent or
functional experts. There are no team based incentives which encourages potential work
groups.
5.1 Work Environment
The importantaspectof workenvironmentsare safety & security, ergonomically designed
workspaces, free from distractions, proper communication systems, automated systems,
available of canteen facilities in approachable distance etc. Nirman has committed to
congenial work environments. And the process is documented well for uniformity in
implementation. However the behavioural part needs to be improved further in terms of
flexi hours, achieving work life balance and avoidance of excessive socialization.
6.1 Communication and Coordination
The most importantpurpose inthismatterwasto create an effective relationship between
employers and employees. Nirman has established communication norms and policies.
There isa communicationdepartmentatthe organization level dedicated for the cause. To
improve the morale of the employees management does walk the talk & interact with
individuals and build a personal rapport with them. However there may be a need to
improve communication between superior and subordinate not merely by exchange of
mailsbutmore face to face livelydiscussions, not merely a grievance handling session and
this will be critical for developing work groups.
e) Conclusions
ProcessAreasat the Managed Level focus on establishing a foundation of basic workforce
practices that can be continuously improved to develop the capability of the workforce.
RBU is assessed for level 2 for PCMM model and it is found to be matured towards
managing people and to provide a supportive work environment with adequate work
resources,providing a well-articulated compensation strategy, training and development
opportunities.Employees are trained on interpersonal skills for effective communication
for work dependencies. All this may be attributed to well-developed systems of Nirman.
35. C O D A P r o j e c t | 35
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…………………………………………………………………..Thank You……………………………………………………………