M M Bagali, PhD, HR, HRM, Research, Management, India, Empowerment Strategies, SHRM, Projects, OD, OB, Doctorate, …….

1. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 1
Page | 1
Dr. MM Bagali/ AHRB Project
AHRB Fellowship Project on
CODA- Certified Organsitional
Development Analyst
Dr MM Bagali, PhD
Research and Professor, Strategic HRM,
JAIN University, India
mm.bagali@jainuniversity.ac.in
Specimen questionnaire for understanding OD
This is the Questionnaire to understand the
Best Practices in the Organisation,
relating to development of the
organization. These questions try to
understand the importance of OD practices
that are part of developing the
organization
Kindly help me in expressing your views and
opinions on these areas. I am sure, your
experience in HR and association with the
organization will help us understand the
practices on Macro level.
This is part of the project under the Asian
HR Board Fellowship in HR project…….

2. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 2
Page | 2
Leadership
1. What is that the Organization Philosophy
stands on?
2. How is that the Vision / Mission and Value
statement prepared?
3. How is that the Vision, Mission and Value are
imbedded and practiced? Cite few examples.
4. Is there any alignment with Vision, Mission
and Value and the performance parameters?
5. What are the best practices and Ethos
followed?
6. How are the Corporate Governance practices
reflected at work place?
7. How are unethical practices dealt with? What
extent are unethical behavior seen seriously and
actions taken per se.

3. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 3
Page | 3
8. What are the CSR activity taken in which area
and the expenditure? Does organization has a
policy on CSR? If so, how is it derived /
developed?
Strategic Planning
1. How is the strategy for the organization
developed here? What is the exercise done?
2. How is/are objectives of the organization
done/ formulated? What parameters and the data go
into such exercise?
3. Once the strategy are prepared and put in
place, what is the methodology and mode that it
is taken forward?
4. How are the KRA/KPA measures?
Customer & Market focus
1. How do you capture market knowledge and
updates for the organization?

4. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 4
Page | 4
2. What is the ways/methodology to
know/understand customers?
3. What is the mode of getting customer feed
back? How do you use such data later for your
strategic planning?
4. What are the methods of knowing customer
satisfaction Index and retaining your customer
strategy?
Measurement / Analysis /
Knowledge Management
1. What is the index and matrix of measuring
organizational performance?
2.What is the methodology followed for
measuring and analyzing organizational
Performance?
3. How is “Knowledge” developed in the
organization?
Workforce Focus

5. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 5
Page | 5
1. What is the way through which the Employees`
are engaged?
2. How are the employees` developed and trained
3. What are the training programs imparted
internal and externally?
4. Are the workplace climate surveys undertaken?
If yes, how is it done? If no, why such need
is not felt?
Process Management
1. How are the skills and competency developed?
2. How are the competencies managed further?

6. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 6
Page | 6
Results
1. How are Results measured and the parameters
(areas)?
2. What are the ways through which we get
customers?
3. How do we measure financial performance and
value of the organization in the market?
4. How do you measure the employee results?
5. How do you measure the Leadership results?

7. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 7
Page | 7
PCMM Model assessment of the
O r g a n i s a t i o n
Level 1 and 2
Sl. NoProcess Area Level of MaturityAction to be
Taken
Remarks
1 Work Environment Appropriate Work
Environment exists
With systems at
place
Need to cut few
unnecessary
meetings
Level
1
2 Communications Cordial Social
Environment with
Sharing of
Information
through Meetings
Top-Dawn
communication is
effective
Nil Level
1
3 Staffing Effective policy
Exists in
Recruitment and
Selection areas
of Faculty
A committee exists
for shortlisitng
the candidates
Induction of faculty
is not done on large
scales
Out side experts
should be called
for
in selection of
faculty
Induction of New
faculty should be
done
on Macro level
Level
1
4 Performance
Management
Low in setting KRA and
KPA are to be
defined to all
levels of faculty
in all areas of
teaching,
viz: Teaching,
Research,
Consultancy,
Extension and
Industry-Institute
interface
Set KRA and
KPA, with time
line
deadlines
Level
1

8. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 8
Page | 8
Monitoring of
Performance
is done regularly
and continuously
5 Training No formal
training is done for
In coming faculty
No such formal
refreshing
course is done
for already
existing faculty
To have formal
Orientation and
refresher course for
teaching
community
Level
1
6 Compensation Variable
Compensation
pay is designed
Extra payments
are done in terms
of extra
contribution
Nil Level
1
Level 3
1 Knowledge
and
Skills
Analysis
No such
formal
Knowledge
and
Skills
Analysis
model or
exercise exists
Based on CV
or Bio data
and feedback
from students,
an picture of
Knowledge
and
Skills Analysis
is generated
A model or
format or form
to be generated
This form will
Have the data
of existing
Knowledge
and
Skills Analysis
and the
needed
areas of
improvements
Level
2
2 Workforce
Planning
Each dept will
send the
required
workforce
Nil Level
3

9. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 9
Page | 9
for the coming
years
3 Competency
development
In-house
training are
not visible
Out side
oppournity for
competency
enhancement
and
development
in the subject
in
terms of
conference,
seminars
and workshop
are part are
done
Need to
have a
defined
Competency
Development
Exercise
Level
2
4 Career
Development
To develop
the skills
needed and
career
advancement
are at place
Various
initiatives
are
implemented
and practiced
Need to have
Variable
payments
and
compensation
Level
3
Level 4
1 Mentoring Mentor-Mentee
practices
are done
and meetings
in this regard
are
held
Records of
these outcomes are
maintained
Should
be on
regular
basis
Level
4
2 Team Building Goals and
objectives
Nil Level
4

10. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 10
Page | 10
of each dept,
person are
communicated
Team based
activity and
work is
reflected in
day today work
3 Team Based
Practices
Team working
is part of day
today activity,
and whenever
needs exists,
team is part
of all such
activity
Nil Level
4
4 Organizational
Competency
Management
No formal
model or
format exists
There
has to be
a Format
and
exercise for
OCM
Level
2
5 Organizational
Performance
Alignment
Yes,
performance
results and
analysis is
done regularly
and
intensively
Nil Level
4
Level 5
1 Personal
Competency
Development
Every faculty
has a plan
to write,
self
development
areas to
look at,
improvement
areas, and
how to
reach these
areas
Nil Level
5
2 Coaching No such
Monetary
rewards are
For any
extra work
in coaching,
Level
2

11. Dr. M M Bagali / mm.bagali@jainuniversity.ac.in / sanbag@rediffmail.com Page 11
Page | 11
given monetary
benefits
have to
be there
3 Continuous
Workforce
Innovations
Empowerment
in all areas is
not reflected
One can have /
Practice
innovative
Practices
within
The defined
Areas, per se.
Freedom
In all areas
Benefiting
Organisation
Has to be
practiced
Level
3
Get connected to know more: mm.bagali@jainuniversity.ac.in