consultancy development program ppt

© HR Initiatives 2004 The Complete HR Services Firm
Morgan Placement & consultancy
HR Initiatives
The Complete HR Services Firm

Morgan Placement & consultancy
Pvt. Ltd.
Hopeful Regards
Gaurav Sharma
Asst. Manager Talent Acquisition
(Head Trainer)
Morgan Placement & Consultancy Pvt Ltd
Gwalior-474006 (M.P)
vtitan@asia.com
09754736977

Training &
Development Services
We carry out all services relating to “Training
and Development” programs for our client
organisations like:
– Training needs analysis and development needs analysis
– Designing a training strategy to underpin corporate strategy
– Audit of the training function
– Designing learning and development systems tailored to the company's specific
needs
– Evaluating the effectiveness of training programmes
– Prioritizing of the training budget
– Surveys in the area of corporate training

Vision & Mission
“To provide innovative HR solutions by continually
exceeding customer expectations”
Vision
 Use cutting edge technologies
 Utilize HR best practices
Mission

The HRI Services in HR
Consulting
HR
Initiatives
Services
Training & Development Services
Consulting Solutions
 Survey & Studies and diagnostics
 HR Policy, strategy and
business solutions
HR Services Outsourcing
 Recruitment Suite
 Payroll Suite

The HRI Methodology
We follow a methodology of participative consulting aimed at:
 Building competencies within the organisation
 High bias for implement ability in all our solutions
 Buy-in of key employee and opinion groups

Our services in surveys and diagnostic studies are aimed at providing
valuable insights on specific issues that clients face.
Such services are usually part of a larger consulting solution but are offered
as stand-alone products like:
Surveys, Studies and
Diagnostics
• Organisational Climate Survey
• Employee Satisfaction Measurement
• Culture Assessment Surveys
• Leadership orientation assessment
• Comp & Benefits Survey

HR Solutions
Our services in HR solutions are aimed at providing tangible benefit
perception to our clients:
Strategic HRM
HR Audit & Systems Review
Job Evaluation
Competency Mapping
PMS
Employee Handbook & Induction Manual

Recruitment
Suite
Retained Search
 Mandated assignment for sensitive
positions
 Discrete and focused by department
and function
Contingency Search
 Generic in nature, non-exclusive
 Payment on basis of candidate joining
Assessment Centre
 Non-Assigned Role Group Discussions.
 Assigned Role Group Discussions.
 Interview Simulations.
 Fact Find Exercises.
 Oral Presentations.
 In-Basket Exercises
 Analysis Exercises.
 Scheduling Exercises.
Generic Services
 Greenfield Projects
 Job Analysis
 Competency mapping
 Compensation design
 Reference checking

Complete end to end process with options of our/Client’s software in:
Payroll Suite
Processing
of
pay slips
Generation
of
reports
Filing returns

Training & Development
Modules
We have standard training modules in several areas including the list
provided below. However we do design and deliver training programs
depending on specific client situations:
Presentation skills
Change management
Negotiating
Staff leadership
Selling skills
Effective teams
Conflict management
Coaching and mentoring
Customised Programs at all levels/mediums.
Standard and
Customised
Training
Modules

Why HR Initiatives?
Wealth of experience
Across industries
Educational backgrounds
Exclusive clients
Focused attention
Quality and cultural match
Quality and cost awareness
Geographic Presence Delhi, Mumbai and Bangalore
Suite of Products
Full service or specific based on client requirement
Enhanced value based capability

Prerequisites for Change
 Vision: Develop, articulate and communicate a shared vision of the
desired change
 Need: A compelling need has been developed and is shared
 Means: The practical means to achieve vision: planned, developed and
implemented
 Rewards: Aligned to encourage appropriate behavior compatible with
vision and change
 Feedback: Given Frequently

An Effective Change Sponsor Must
Have
 Power: to legitimize change
 Pain: Personal Stake
 Vision: Total in-depth view
 Public/Private Role: Commitment and ability to support change
publicly/ meet privately with agents
 Performance Management: Ability to reward/confront
 Sacrifice: Pursue change despite personal price

What Effective Change Leaders Do
 Embrace change when it’s needed
 Develop a vision for change
 Communicate effectively
 Shake things up by challenging status quo and encouraging others to do
the same
 Stay Actively Involved by walking the walk and being visible about it.
 Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.

Role of Consultants
 Assessment of: management, key players, barriers, opportunities
 Coach/Develop/Train: help people adopt new behavior
 Plan: Assist in process/knowledge
 Values / Vision: Facilitate their development
 Redesign Organizational Factors: Rewards, Reports, Re-engineer
 Communications: Facilitate the process
 Project Management Assistance

Change management
EffectiveChange
Equals
Altering
Mind-set
Harnessing
Motivation
Shaping
Behavior
The Effective Management of Change Involves An
Integrated Approach In Each Of These Three Arenas

Stages of change management
“Coming to Grips with the Problem”
“Working through the Change”
“Attaining and Sustaining Improvement”

Strategy/change implementation
“Coming to
Grips with
the
Problem”
1.
Arenas of
Change
Stages
of
Change
Manageme
nt
2. “Working
through the
Change”
3. “Attaining and
Sustaining
Improvement”
Changing
Behavior
and
Developing
Competency
and
Capability
Behavior
(Capability)
Mind-set
(Thinking/
Understanding)
Breaking the
Conventional
Mind-set and
Generating a
Picture of
the Future
Dealing with
Reactions to
Loss and
Creating the
Will to
Succeed
Motivation
(Emotional/
Intuitive
Dynamics)

The technology of leading
sustainable changeMind-set
(Thinking/
Understanding)
Stage Two:
Arenas of
Change
Stages
of
Change
Manageme
nt
Motivation
(Emotional/
Intuitive
Dynamics)
Behavior
(Capability)
“Working
through the
Change”
 Create a vision of the
future & articulate the
new mind-set.
 Help people
understand both the
big picture & the
details.
 Communicate the
purpose & benefits
broadly.
 Help people make the
link between solving
today’s issues & the
new plan.
 Hold “reality check”
meetings to work
through the threats,
losses, and
resistance.
 Work through the
leaders’ emotion/
resistance first.
 Use individual
gain/loss analysis as
as tool.
 Discuss how to
manage stress. Be
supportive of one
another.
 Develop a new profile
of leadership
success.
 Evaluate the top
levels of management
in stores.
 Involve employees in
building change
plans.
 Reward successes;
expect & learn from
mistakes.
 Drive individual
behavior change.

The technology of leading
sustainable changeMind-set
(Thinking/
Understanding)
Arenas of
Change
Stages
of
Change
Manageme
nt
Motivation
(Emotional/
Intuitive
Dynamics)
Behavior
(Capability)
“Attaining &
Sustaining
Improvement”
 Continually update
vision of desired
future & teamwork.
 Create forum for
feedback &
continuous learning.
 Continue to articulate
why’s & benefits.
 Celebrate & reward
successes.
 Deal with people who
will not change.
 Establish two-way
communication.
 Involve people for
buy-in.
 Continue to support
each other in
managing stress &
change.
 Make sure systems &
rewards reinforce
desired behaviors.
 Train incoming people
in the new behaviors.
 Coach, give
feedback, & reinforce
new behavior.
 Deal with people who
cannot change.
Stage Three:

Addressing mind-set
Learn it thoroughly yourself.
Build relationships.
Explain the purpose of change. Help them understand
& teach concept.
Articulate the benefits.
Link daily activities to their higher purpose & benefits.
Repetition: Provide frequent & consistent
communication about change & what’s needed.
Paint a picture of the successful future using best
practices.

Addressing behaviors
Model desired behaviors & attitudes.
Clearly define desired behaviors & behaviors that
need to change.
Give feedback frequently to reinforce changed
behavior & correct wrong behavior.
Coach & teach desired behavior.

Summary
You have to be comfortable with the change before
you can get others to change.
People can’t (or don’t want to) change when they
don’t understand.
What, why, how, WIIFM.
You can’t intervene until you understand the
situation.
Resistance is part of the change process.
Work with it.
Address change at all three levels to be successful.
Sustainable change occurs in steps.
Define your priorities. Don’t take on too much at once.

A stepped approach to
change
Start
X
A journey of a thousand
miles occurs one step at a
time.
Success

consultancy development program ppt

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