POD 1 Lecture on Organizational Design and Development

develop all strategies that we develop out of the window and one of the key factors was that uh it was all about getting your people aligned and and getting your people uh here to understand what is happening in the environment and basically trying to as day on and day day in and day out we were deciding what we do in the morning morning meetings we had morning meeting early every day to understand what the day was going to be like what are we going to do supply chain was not working we couldn't find P what do we do our guys sales guys didn't have vehicles to go sell what do we do right those were the things that we were discussing and and this was a bit of eye open up for all of us for to understand that people in organization will exist for the forceable Deion which are taken around small tables where people started mapping out what are from where are we going to find our who's going to stay in the cues we need to understand that people have problems at home how are they going to commit to the organization if they could manage things at home children were at home my two sons decided to burn their toy room that day simple things like that so there are so many things happening so organizational design development all those things basically there are multiple things that were happening and around us so understanding that let's let's try to give some perspective on what this okay so organization design development is all about it's all about being systematic uh you guys have got this typ right I um it's a systematic kind of planned approach that's one of the key aspects uh it's all about increasing Effectiveness uh adaptability and the overall performance through intentional interventions uh change management strategies ongoing learning uh it's all about collaboration it's all about uh collaboration between leaders employees external CH uh Consultants uh um understanding what your current challenges are and tailor tailor making solutions to ensure there's positive and sustainable work lot of things here lot of things here so it's all about if you look at what that's comings and W uh that's the definition so a simple one is it's more of a plan and systematic approach to enabling sustain organization performance through people it's all about how do we build sustainable growth performance to the involvement of people so this is simply what we basically Define uh I need to tell you something but this word is something I on so please take that out when you because adaptability become one of the key factors in in organization strategy and we s adaptability is some area we really need to focus on when it comes to organization um so people and organization developer critical to achieving strategic objectives you think so or not and why do you think so yeah anything else I I think the um people drive the organization yeah and um for that particular organization to have a long-term plan uh it can be in terms of market growth it can be about aing the right market share uh people need to drive that yeah so their development is crucial to achieve that sucess anything from this side while you speak you get so I mean I mean it is understood that uh the people and organization development is very important for to achieve your strategic objectives and why I think this model uh is is all about how business strategy gets involved in people um two key areas whilst you look at this let's let's talk about each area is all about culture and change culture is extremely important I can remember one of the interviews I was asked uh uh bo while they were interviewing me they asked okay you going to be given 20 million rupees to impl the new uh new H the systems uh you think that people will use it I said what I said was if you perform performance assessments are done on a small piece of paper and if you have a culture which is driven by performance it would work more than the million you spend on so culture becomes the big drop or the foundation for any project that you right and and that is very important and that's where your values behavior all get defined and and that is something which we need to understand and when we Define our Valu and behaviors one of the key factors is that organizations now feel that okay okay we Define our values right but do we get our people involved in the development if I ask you all um hand to Heart have you all ever of employees involved in the uh uh value defining process in my opinion most organizations I work in it's important that that alignment come then people start believing the organization that there is also link between individual values in the organization and that's something that we learn the economic and and that is something very important where we also try to figure out what individuals value and does the organization also value Valu align so it's very important when you develop your culture that become strong foundation for this overall ofer change management obviously it's all about change and managing change become very important and few areas that we look at if you want to get a proper bod strategy or impacting strategy one of the key factor is the ownership of the leadership team of the if a leadership team does not drive this any change I really have not seen any organization pretty well and most organizations try to put it down and say we don't have time the board doesn't have time the leadership team doesn't have time they have better things to do than to set up the people strategies in organiz and that becomes a huge problem because then it becomes uh it's it's then it becomes a part of HR and it doesn't become part of not be by department and that's where we fail in most organizations where the leadership team has to take responsibility of your people and when you look at PN and if you want to ensure that your you achieve your strategy people need to start looking at warning everything the life the the value stream of all people you know that's very important and that's that's where we talk about alignment there how align of example when you look at strategy how many of you all look at okay if this is our strategy to achieve this strategy what are the skill sets that you require what the talent that you want do we have it very simple the this the the the strategy we going for example the banking sector you say we are going into sector and if you're going into the sector do we have the SK sector manage that portfolio do we have the the the people who are motivated uh to drive this strategy right now if not what do we do then we need to develop them we need to buy new Talent if we need from outside so that's how the whole strategy the P strategy gets start get stru and that's the alignment that we talk so most of the cases we we try to say okay it's a top down approach or a bottom up approach which is very important but yet for me right now the the dynamic nature of the environment we need to also understand what's happening out there and what are the possibilities out there and so on and so forth what is our strategy what what type of talent do we need to drive the strategy what are the people development initiatives that we need to do what type of talent do we buy from outside from where do we find those Talent from all that comes under that alignment and if that alignment is not done which is driv by your leadership team sometimes most of it have that is my opinion I'm sure you guys also have your own opinion on that uh and and that's where I um on the talent development piece that's a huge area that's where most organization are still a bit backward is where we look at the overall Talent piece where we look at succession planning uh I think succession planning is separately also identified because that is extremely important to understand what your sucession plans are for your organization so that becomes an important piece in the uh uh PN pillar evidence base why what do you need by evidence phas do we take decisions on evidence that WECT I went to a that I was exposed to this dark room concept for the first time the dark room concept is is is which we did with the with the external party we put employees uh they select nobody knows who comp uh employees are given the opportunity just to walk in external location the pure dark room put in the dark room and next time I share the some of those dialogue that we have uh and you put them in the dark room so the person who interviewing is also nobody know happens so they were asked multiple questions and finally which came out was the final statement was I hate myself there are multiple mulle interv but this hit me very strong I share the dialog where first I hate why do I hate myself I hate my IOP lot of things so you're talking about all these things if you don't have motivated employees in the organization and that's why I'm coming here to employee engagement if you don't engage you don't have emotional connect with your organization what py that you build is not going to right we need to understand that emotional connect is very important we need to understand what really emotionally connect talk and and to do that we need evidence what type of evidence do we look at we might have different uh culture assessments we might have different initiatives like the dark room we might have different initiatives thinking totally out of the box dark is something which came from a advertising agency just do this right and and and so on and so forth so very interesting concept so you basically they sharing their story they don't want to show their face they don't come brings people out with the actual emotional because people still don't trust that I will not [Music] get whatever for what I say but I'm just asking what if you know the organization I a third party to do this type of uh interviews or whatever which the anonity will be maintained which is both structured and stuff like that how does this differ from that they still don't trust a person who this okay when you don't see somebody you you look at sometimes go to right different thoughts your talking to your subconscious isn't that the meing isn't thaton the thing I spoke about I hate myself extreme but there's so many things that you can learn from the conversation I hate my man he doesn't care my children those are the looking at people development and you want to drive people efficiencies those are things that we really out people talk about wellbe wellbe initially was let's have a sports day sports days are good my job that so that what people value what people value all those things we need start understanding that's something very strongly and then you start looking at Employee Engagement that's it you might not have um we might not have both days a fun fun thing to have but what really picks the clock of employees how do they get motivated what really is that connect I I I've spoken to employees who watch their mother who is B come get up early at 5:00 in the morning watches those their father and then come work and we say he has to at 5:00 because we need to the mother how do we identif empathize those we organization yes we look at number but we need to also understand that numbers are given by you don't connect with those guys properly and that's why I tell something driving num is going to be T yesterday I get a call I'm example suggest this um up a branch calls me and say My My My Man how he always sh at us saying that you you haven't met the numbers um so I then uh then I why she has to go at 5:00 that me she has the child child is child care issues people and that's why I say don't understand emotionality and if you don't understand finally when you work for organization that we are human beings you will get sandwich from the top the heads would go on to drive numbers yes bottom people have all these issues you the that manager and if you don't understand that part of it fion making AI is now is the thing CS are happening uh and and we need to devel people to understand those things uh I had to terminate an employee where got hooked onto a scan or AI driven now they say not to even when you when you're taking a photograph not to show the vi sign because they can they can go up to the point of image Imaging your your your fingerprints using that that's amount of uh things which are happening uh and now ai has become we talk about Big Data data mining all that kind of stuff because that gives us Trends in the market to understand this also helps understanding strategy how we drive it all that kind of stuff is very important as I did mention on this side Performance Management not very e a tough area to manage because you need to understand if you are driving Concepts like P performance things of that nature you need to have very strong Foundation biggest problem on performance is not setting up that's conversations do we have proper conversations those conversations do we give evidence on why we feel that you're not performing all those factors coming that is very important sucession planning have you identified your successes for your leadership uh the the CX minus 1's do do we have uh development plan set for those guys all these things are part of your if you look at your your definition all these things are a part of your own organization development organiz and and because things like payroll things like employee services are getting automated right now those are the eest things we don't have big payroll as I when I started work at even at hspc I the after and so the now things have changed things have changed so much so now it's all about systems data uh you have Biometrics all that kind of and we also as organization don't what time you talking and that that is something that I D at we don't what time talk look at right a productive employee is a happy employee is a productive if you have people who have to spend time Wasing their moms or Dad's humble but we need to unfortunately front L are those are some of the issues but we are also now most banks are pushing people to reduce the people coming into uh right brick and motor is going out it's more more about KES you have your uh digital uh banking framework I think most of you guys have uh apps on your phone ranking apps where you do your what you call it the transfers everything I don't carry money and that becomes problem you take a cap it's on your card all those so that's very important innovation creativity the dark room is innovative how do we identify it's all about emotional connection that's something I drive where I it's all about emotion how do you emotionally connect with your employees how does the organization connect with the employees and get employees also connect I'm sure you're not going to agree with the next statement I'm going to do we talk about different gen all that kind of for me any generation which works in an organization to buy into the values the culture of so you might have different Generations you might have different people I will say when I interview people people have lost commitment there's nothing called loyalty anymore right you you never see an employee working for more 10 years I have people have been working in same organization for 25 years people look at movement they look at there's no loyal so how do you for the the time frame that they work in organization what is the culture that we need to all work with because if there is no alignment in your culture you're not going to get a produ so that is very important just like that part ofy or have you just given are be people are going to move one of the key factors is the the economic conditions of the losing people out of the is losing people 5,000 people will not be looking too much on prob and so on so when you look at Talent we talk about Talent uh we can't we can't build careers of people for we need to identify who your toar value what the sus are what are those critical questions that we have to ensure that we have in organization and those ensure that we have key strategies in the organization to build those and regain those right that is our Focus because it is I I'll be lying to you to say we need to have a strategy to prain everybody we don't need unfortunately it's wrong you but talking about talking about emotional and also we talking about a situation where you don't need to keep right so that's from organizational right from a people perspective we need to ensure that so that's why I said you might agree with the might not agree with me from a from a organizational strategy perspective and OD perspective for the organiz for to sustain the employees that we have the organization also has that mean we need to look at Cost we need to look at Revenue something that we we now look at is cost to C to income ratio are very important BR also we at cost if your cost is higher than your income you need to re at Staffing with with the cost for example R everything all those cost everything so if you want to be a very good ex professional you need to understand you need to understand business because your exr strategy is aligned to your business strategy okay if your business strategy uh if your business strategy doesn't get the line then there and that's where we talk about business partnering models which are starting business partnering and so on and so forth for people to better understand this because if you don't understand your business what happens is your HR strategy doesn't fulfill the requirements tical question as you said not to particular about the key in time and the key out time and what is important is like that's what what I do very very flexible so please go yeah so until okay so productivity is good they effective but when it does not happen right when you see they're not performing or the targets are not achieved you go back and see whether they have a connection of they don't come on time they just leave early they're not on the you know right P so you go back and do that question let's first tle it in two parts one is your Performance Management has to that's why I said you set API but do we train our managers do our performance discussion well right uh do do we St manag feed prop right does that happen properly is there is there a peral feedback process where people can keep giving feedback to employees on on a on a on a monthly basis I don't believe honestly I don't believe in the annual doesn't make sense you will have you will have B anual press or whatever doesn't sense you need to have a a system or a process that captures all these Performance Based issues as it happen or I think at least the shortest time frame is a month mon Bas if I have not done well tell me where I have messed up what should I do now to to give that feedback to the guy okay you guys have not achieved your number but let's look at how we can work the next month and see how we can that's support system our Performance Management in any organiz support system you guys have numbers are low 55% achievement Target what do we do from here how do we achieve because the next month is 45% achievement that if you want toat what do we do who going to get who support is going to come so support structure has to be there like your supp stru to basically support them to achieve those numers and those are some of the things that works the second part is that you uh get of lab law such nonform nonperforming is not a reason for you need to Showcase multiple things say okay I support of this person you go to so then comes organization do ite environment they have organization do it not the best practice but it does happen but organization I'm working if we have decided that this is the process or is the cure that we want to adopt and and talk in talk out times are not monitored we don't different organizations we look at it so so that's where it is and the most important thing is M analytics numbers that's something that we don't on and and basically that is are that is something that you need to build you want to so ethical and responsible behavior some ethical for me to pull out something that we stole them we don't check on and and those governance all those things com so these are some of the areas where will inter this right so so when you're when you're looking at overall business strategy and if you're looking at people and organizational development these are some of the key area but fundamentally your culture has to be strong enough build to ensure that these things work you can't get up in the morning and say I'm going to put a new management process start need to get so so this is one model that we've been looking at as we go on uh so the key pillars of PN obviously we'll be touching on leadership and management processes what what leadership aspect of it what type of management processes systems culture and change we'll be touching upon uh continuous Improvement and learning uh that is an area that we've been looking at we look at processes at some point that's a new on the Block talking a lot on agile we're talking about lot of scrum we're talking about some Masters we talking about different aspects of it um and and those are some of the things that which which people are now talking about we used to have 10 year plan started for years it became five then three two and we look at it on a basis but aile talks about even shorter uh smaller bikes of it's getting smaller Cycles are getting smaller so because the envirment is so Dynamic that things are getting smaller and the most important aspect is also improving on on what we have done what do we what did we do wrong what did we do good uh in the if you have been exposed to the the agile processor if you have train scrub Master we look at the the good bad and the good bad andly is what we look at The Good the Bad and cultural nuances where uh people have egos the biggest kill in organization EOS so so what are those things how how do you look at this so thing in the process looked at and and that's where we talk about continuous Improvement we talk about e learning we talk about bik size learning we talk about nugget learning all those things come in this continuous Improvement aspect evidence in the in the agile processor they talk about a lot of evidence Why didn't it go right we do we we have got used to doing post morms now we do PR modems right we do things like the speed Bo which I'll share with you all as we go on so the premortem is we look at what could go wrong in any project that build the strategy we go PRS to see where can it go wrong and then we Define our action plans accordingly to attack those issues so that's something that so strategic talent management that's a huge area that we will start touching on and the next aspect is organizational structure and we going for much more leaner structures we increasing span of control you guys know what span of control is number of people reporting up we are increasing the span of controls we are delayering it right delayering it um and so on and so forth so organizational design structures things like one to one reporting is something that we are now say that it's it's absolutely unproductive but you have one person reporting up to another person by we can reduce one whole layer out of it so if you have a head we have the next level who who would basically you don't need those guys so reducing the layers increasing span is is a way for that we'll be looking at so these are some of the areas that the key pillars that we'll be focusing on uh on this um so these are some of the things that we did at High have pin here uh we had I mean I was lucky enough to be a part of these programs and also weit lovely places like Switzerland because Switzerland was one of our main areas of training main Global Training Center was there uh and we had different types of training Multicultural multiracial uh b h was if you want be diversity equ inclusive this was one organization which actually practice everything uh uh lgbtqi we all globally we we used to sponsor all the gate parades and so on and so so we actually uh implemented what we so this multiple development in the second largest a gr in the world so a lot of things happen on that so it's all about developing developing building a succession all that kind of stuff so I bought these photographs is all those elements that I showed you was put into practice to a great right so on the development P evidence spased Mis was one of the best Mis that we had all that kind of stuff a lot of money was spent on people and so on so it's an investment and that's what we want to look at so that's all about the the women interactive Network because one of the key indicators that we had was that we needed to have 30% plus sorry 40% by 2025 uh women in C uh and and that's uh so all the 100 top talent women globally was brought into the this netwk and they were made it they were devel also as mentors for juniors for them to develop things of that nature happen so that is a women's interactive Network so those are those are some of the key factors that we talk about so this come by you need to ensure that the culture is created for women also perform that is very important when you are a single mother as I of that lady if you don't have the systems process support them that becomes a problem for example that's where even insurance policies globally we had minimum benefit start for example if a gay couple is having children and they have adopted children globally we have to ensure that the insurance policy for children to be looked after and your partner to that's amount of work unfortunately you can't do still the P code against the law you can be arrested so s had problem but what we did globally is we bought a insurance company so they reinsured so in Sri Lanka also there was reinsurance done globally to ensure those those aspects Sanka is still but globally especially M all these things were put so these are some of the initiatives so the most important thing strategy will be achieved emplo of and English do that and that's where your P comp from and that's where we focus on how do you engage people how do you ensure that they are motivated to achieve do they have a career do they understand what their careers is are their performance managed properly do we have evidence to say that this person is performing think in very lame and simple language that's what we basically look at so with your interational experience yeah so if you see in sria the remaining leadership positions are very very limited in most of the organizations did you face any challenges in the respective organization that you work to implement some I was lucky enough to work in organization which I did not face too many of those me the biggest basically last and and I challenge name one of I don't happy about it because it's all about creating the culture people that's why I said your p is all about your culture and and so on and so forth you need to understand it's all about talk about diversity and inclusiveness but if you culture doesn't support it nobody will be able and and your whatever you do and and if you're talking about uh creating a culture of service if you creating an organization where we need to uh what you call it be the number one in service don't your culture doesn't support that all these things just something that so quickly uh uh on this so p uh there's a step roll out uh that we've developed looking at some of the best practices the most important aspect is the first one is all about planning uh looking at uh evidence assessments are done to find evidence right your plans have to build be buil on evidence and we spoke about alignment that is very important second aspect leadership B do we have the leadership B uh so does the CEO drive this or does the COO say or the board chairman says no this is not my job is somebody else's job no it is not so do we have the leadership buing in this do do do they get involved in in setting up the strategy do they get involved in in the planning process leadership buing then the design aspect engaging stakeholders the third aspect is how do you design it how do you idea do you have committies ideating how do you engage your stakeholders all that kind of stuff becomes the next aspect of your design and development as the most important thing people don't look at this P test test it do some change you build something but do you test it do you pilot test it do you do you before you go full scale into it uh changing different processes procedures uh systems values do doing pilot testing test on it do you do surveys uh um small group discussions to figure out whether it's going to work uh and so on and so forth it's very important and then helps you to do the necessary adjustments sometimes what happens is if you do a full scale implementation and if it doesn't if there are issues taking it back becomes a and that is very important and then then people will also get negative because and and people say no this is not going to work there are problems in this processor systems and so on and so forth so breaking it down into pilot test and see how it works all this that's a interesting thing because now you think of a pilot testing with systems like Technical Systems your you launch a a new HR System or a new Co banking system and yes you run a pilot you run a uad you have a user group and you have people who give their ideas but uh you know running a pilot for actually even testing like culture and strategy heard of in organization I've never heard of so so those that's why we need to start thinking out of the if you want to change something sometimes you need to try it out and see how it's going to work you talk about ideating most organizations talk about ideating posters they run it to uh they run it to test systems to see whether it will work your your you'll have set of people who will run it through to understand what it is uh and so on and so forth so then you start understanding what the nuances are and also understand what those issues are start working on that's the reason why we Al look at this not nothing of these things on paper it looks nice you guys all work all know how T is but these are some of the things that we start thinking how do the Box nobody told us about just sometimes you just need to jump in and see work and and it g gave us some good insights on where we need to focus what people are looking at what their emotionality are what are they thinking right uh and so on and so I mean all all everything about wellbeing came first bance actually came but nobody bought now honestly it is a TW you need to understand work from home doesn't work anymore the people don't right organizations have stopped it because productiv Dr we have had situation people going mov so there has to be commitment from and that's the reason why we also try out pilot and and work from home could have been I mean we had no option but to go work but how do you manage pilot with a certain number of people try to see how it works for example you might have single mothers you might have mothers who have uh parents who need support to try it with those guys and see how we can work it out and so so that finer testing also helps a lot uh can I also ask a question sure go ahead uh when it's come to Pilot testing uh is it recommended to go ahead with the minimum viable product first yes I'll talk about the minimum viable product also as you go on yes it is uh because because then then it takes less time and and basically uh you know what else has to get built on that so yes it is thank you and sometimes more but what ween like kids go to the the the and it is actually working very and it is fantastic so so they also tested a few ways of working around going to doctors all that kind of stuff and he did work and and that motivates them to like work even after five so like working times have blurred actually they resp but people are now willing to do that because that time they get take is more press like they have work around where ear they would have wanted a to for both um the most important aspect also is on the step five communication and marketing uh whatever process that you need to do you need to Market it to the staff uh and the engagement strategies uh on the training and development aspect of it uh you need to have trainers within the system it's f the people who train understand and so on and and so on for example uh if if this is working well there there are mothers who use this very well they can train the new uh new stuff on how they should be using things of that nature uh so resourcing uh participants because that's also very important our biggest problem is you put them for training and uh there'll be 101 calls coming for that guy to come so need to Source them properly um so it Al should be a face rad out so face roll out uh depending on the complexity of it the scale of it it's very important to ensure that uh those uh uh it's a face roll out and and also gradually expanding it to to the entire organization uh and so on and so forth yeah when you look at your you know your experience with the multinational how H does their training and development and of course had an impact on how we do physical versus online and things like that but with your experience now how do you see that now the the the share of doing online versus physical and even at the beginning all of us said we would prefer physical for this lecture as well so now with with the you know one thing is cost the other thing is how far reach you have especially when it's the banking sector you have such a white dispersement of your your staff then this online sometimes it's you know really hard to get it to work so have you seen practices in uh International companies like pin which allow for that online part of Learning and Development to actually happen in an productive way I think the most important aspect is uh is whether it's whether it's online or uh physical the the key aspect is also defining the purpose of those and and also we talk about those things you don't Define the purpose and I I I bring you for coming here the purpose one is to get ation is going to help you in your career right number two is also to support you expand your knowledge base to do your function as a HR professional better so there are two key objectives which are set out for yourself right if you didn't have that objective even even if I brought you here right you need to go for that program right defining objective today you going for the program you're going for the I don't know what the cont I don't know why I have better things to do that's the thing right if you don't Define that and you don't Define what you going to get measured on after coming for this program whether it's a physical program whether it's a virtual program I don't know how so very exive because doesn't that give them more ownership of wanting to actually go to the class rather than it is freely available easier for you to just take I mean I don't know how apply and actually put some effort to get so so you will identify we identify you as a potential successor for example C these in one or two years you you have the ability to move this SCH that that gives some kind of motivation and a purpose however whether you a joint we Define development action plans we have all those things set up so from both but for you to go there we see potential but we need to ensure you convert that into performance potential is absolutely nothing you might have potential they come I right so for you you might have the potential to do it but get on the ground and perform and show that what you can do potential doesn't get you any potential gives you life the management gets line of s up but if you don't convert that into performance never get go through that but the ownership lies the equal ownership we also identify that potential and also set up clear development action plans for that Achi and he doesn't know why whatever is that conversation and cont you need to have Contex context comes from purpose purpose always context come from purpose if you anybody that's that's the biggest problem what happens is training programs are organized that's our fault and it's our function organiz the last moment we don't we don't plan it out last we send out a m thing please send send in the uh nomination those the manager also doesn't know what the am I sending it for the participants also don't know what the program they're going for the whole system is not properly so it's important that when you identify I mean you have different types of programs you have multiple transactional programs you just do for the same purpose right that's that's then you have higher level program share those things with you you'll have maybe a level at the very senior levels where you identify people for cxo cxo and so on so there are defined programs for the and those are not oneof programs those are annual programs then that's how I got exposed to in got exp from those programs and because I was identified for right and then you have your talent so that's why very strong performance manag that gives transparency transparency very important for you you absolutely right people need to know why I was selected and why I was not selected right and to do that I need to be there has to be a very strong Performance Management System to ensure that I know exactly where my development from are right and if I if I don't bre those gaps I will not be able to get on these Fast Track programs there has to be a a b in you get there are some people I'm telling you there are some BR manages of people in the organization I am content with what I am I am content but he is not a non-performer he'll do what he has to do but you can never identify him as successor to one of those or Ro so that's where you need to ensure that V is not uh a non-performer he doesn't have aspirations also to get and that's where the conversation and context comes in very strong there might be in in what the example you brought it in working from home there are people who also misuse the proc there are people who use it very well there are people who misuse you need to also manage those systems and that's where your your roll out all those things what comes comes in strong um obviously data collection all those things come in feedback loops talk about those looping of feedback so on and so forth so that's that part of it uh recognition reward whatever we do we need to ensure that there's a very strong recognition program which supports it uh because that's also very important uh and uh next one is on sustainability continuous Improvement integration and and the most important aspect is whatever we develop for bod pill has to be a part of the culture has to be a part of the process it should not be a just a a c which has been just put on on your current system and and it doesn't hold you can't sustain it so it's important that it gets embedded very well into your systems and processes so your Performance Management your leadership development initiatives and all that kind of stuff your talent management process if people start taking ownership doesn't become just a uh part part of the thing so feed up uh feedback adapting uh so ensure uh proper feedback mechanism is put into place the feedback starts coming in and and people start capturing that feedback what you do with that feedback it just goes into junk mail or does it actually get captured in the whole thing and the most important whatever you do that has to be a investment on you bought in a very very good example work from home work the cost are deduced by reducing your that's the return on investment with that return I might be able to give better B Tolo better increments to the employe because our cost structures are better managed that's where your and from any questions okay how do you know if your p is working so simple things like your top 10al percentage will be high uh percentage of top tting key positions will be you you'll have a succession plan well in place Top Talent retention will be better uh and I know I'm not a big fan of managing ption but I'm I'm a fan of managing your retention of and so on sometimes the is also required and it also getting new people coming in but it's very important that you identify the right people that so what's the difference between talent and talented position you have when you do your performance management system you identify your top PR of people you also have key portion organ like there might be the CMO portion and I mean those according to the strategy of the organization identify what your key motions are required to drive the how many of the to that something um potion field internally external against external vacancies Employee Engagement schol finally are people engaged organizations just to run what is the level your Readiness levels I I talk about in detail as go on we need touch on tent management Lev this we we when we do a very strong performance manage sorry tent management process we also have uh Radiance levels how ready is your success to take on the road for example is it under one one to three Beyond so all ready now like a drop situation yeah so your Readiness levels are ready now one below one year one to 3 years years and so do you have that if it's three and above we also need to map out and see who's out behind in HR we do also something called a talent mapping process where we start mapping who are the people on those identifying in compy organization who are those should we beting talking starting if you don't have somebody ready within one year if you have employee who's retiring in one year we need to have somebody ready now or at least who will start taking more if you don't have somebody ready now or ready in one year right we need to start looking have you all identified and Ma those guys have have we used Head Hunters to start talking to them whether they are interested and so on what do we need to uh bring somebody from somewhere else out the industry and so on so things of that nature so that is that is what we call BR um work design here we talk about work design is also very important aspect of of a bod is it's all about it's all about designing your work your tasks your responsibilities uh the different relationships or the uh within the organization where you optimize efficiencies productivity satisfaction uh performance all that kind of stuff um and Main objective here is all about uh is ensuring that proper job roles are created workflows are created structures are created and basically it aligns also to the organization goals and also considering wellbeing of the employees so things like job description all that kind ofu structur everything is a part of this work is when you when you because that comes in very strongly when you develop your strategy when you develop uh all all the these things work design is all about what type of workflows do we need to achieve those I'm sure these organizations have done this at some point because if not the organizations won't run but from a pillar just to give an understanding of work design is all about when the strategy is done you design what the workflows are when you design what the workflows are what are those responsibilities what are those class and then you start defining what those job roles are and that's that's all about work uh work design is all about why is it required it's all about engagement satisfaction it's all about I'm not going into detail touch motivation on performance uh attracting the right Talent uh attracting the right talent and also also on retention um adaptability agility um align Innovation creativity Innovation and creativity I just want to touch upon it doesn't happen by accident has to happen by if not if you have not developed the workflow for creativity and Innovation it does not happen as as as fact is it does not happen so so you need to ensure that there are work flows employees and that's where that's where this whole thing about scum scum Masters coming in you have H of innovation most organizations have this portion called h of innovation we never had a portion called of inovation long time ago right this whole process work flow of ideating all those things are coming into play for example we uh even get children we prods and and and and ladies like you would come and and try because you all understand the the new and speak to them trying to see okay what would they want in a product like a savings account what GI would they want so that whole workflow has to get designed if you don't design that or it is not built it doesn't happen so things of that nature and that's why it's important that work design links up for Innovation and so on uh Imports again on employee development I think the numbering has gone off employee development uh because uh as we discuss in detail about setting up pdps or performance development plans and Su plans well-being has become a new workflow you have in some organization head of head of and Di and inclusivity this becomes health and wellbe becomes a major this think um we have test burnout of people how do you manage that for example there are we have also partnered with uh psychologist or organization which have psychologist to support them in managing burnout because depression also work work life or work style depression where they is men were depressed in organization are also managed because we need to understand that medical leave is given for them give them support all those things get all also a workflow which gets defined uh organization culture workflow I we details efficiency productivity do you have Mis do we analyze those data there's so much of data which comes up do we what do we doing that is very important and employe empowerment I believe empowerment and delegation the biggest road block for that is EO people don't want to don't want and that should not be because always important to understand empowerment supports you to Dev that is something that you all need to drive in organization because if you don't Empower delegate and develop your second L you don't have the opportunity that's how we need to start sing so on on work design it has to be on on design workflow to ensure that empowerment and dedication I think we learned dedication I I learn delegation the reason is you you try putting your P water for the first time okay and and and also uh what what would you do you get into the water that's the first of why hold the person who support to development so the next thing you do is when you know that that person is okay the kid is okay and canp around you know on his own p on his own put the the water Al but you sit down and watch the baby in the that's second step of you now have empowered that person do the job but you'll watch from a distance whether he get it right and you will come and support if there's a problem you see the B the kid going not too comfortable you jump into the water the second the third step is you put the K in the water you're confident that the kid can look after and manage right so if you don't build a workflow to ensure that these things don't happen this happens dedication inment doesn't and that's why I said I learn dedication to very simple three step approach on education and that's where we basically talk about importance of work design trust isue right people don't trust and then they so where does trust come from in organization that's why I said in that first uh visual illustration of business strategy and the bod culture becomes the Bedrock of you need to ensure your culture is built strong to ensure any of these things workflow the design all those things work cult we those things as we on employe as of it yeah introspection of understanding that also maybe that leads to you probably trying to control so so also emotionally talks about self awareness as well sure right and and it's all about self awareness I might not be aware that I'm not not edating things for this I might not be and that's where the performance management comes strong because my boss should be given my PE should be giving me that feedback hey P the hell are you doing you're not dedicating you're trying to take fing everything that you want to do you're not developing your people I might not know that and that's where your your your your performance management system has to ensure that feedback as you is given on a structure basis self awareness is created right if you don't create self awareness of what my gaps up I might not know people might not know yeah you need to understand there's some fure nuces also from you don't want but we would love to go I never com her right because I don't want to hurt her to say okay you're not doing this problem that's communication so that's why again about culture about politics in all those things massive role in the whole thing so so these are some of the key factors that would impact PN o and and work design um I'm going to take I'm going to jump this We Touch This the next week um I'm sorry I didn't get your name uh you asked a question on the on the minimal variable viable products so so things like on the agile we talk about rapid prototyping uh and and that's where we talk about uh creating Pro prototypes and and the MVPs to ensure that uh the test ideas and concepts are properly aligned with something that we do it let's talk about it next week I need to talk about this is that you all will have an assessment at the end uh I assessment sorry you have to um so you need to identify an organize you are familiar with uh you need to uh develop a individual percent individual notam uh so individual presentation on the current ineffectiveness of Learning and Development activities and most often why they are flawed uh in terms of purpose timing mechanics and content when exam examin from a psychological so we'll talk about some psychological question any any organization you don't have to do it on organization might identify something else you might identify NGO that doesn't matter that doesn't matter um students are required to critically explore how the effectiveness can be improved with people and organization development is approach from a psychological perspective and provide recommendations uh I think your learning outcomes would have been those yeah so it should touch yeah there for so it should also L up to the Learning and Development will be a manifestation of of this talks about OD talks about psychological aspect critical and analyzing some of the learning fir uh models um learning theories and so on and so forth have to talk about strategy and how the strategy comes into into training and development say certain changes that have been done already yeah now for example if you have done some changes and like on the pilot testing and so if test it these are some of the gaps that we have SE these are the recommended improvements from a CI perspective continuous improvements yes we have done this but these are some of the continuous Improvement elements that we looking at on so assment just the presentation report as so that will be your final so your presentation slides so um just clarifying so this particular presentation we just uh it's not going to be detailed right presentation will just points and diagrams and all yeah so do they expect us to do notes in terms of like you know those that's record it I think the questioners presentation give for that as well finally it will be the percentage but there were students who put notes on the percent you can add the notes on your on your PowerPoint and that also was looked at that looked at I mean if it was given they will look at because those will be your presentation notes right yeah because these are PowerPoint but we we spoke so much on those four sides right might be those might be the points all the references at the end of like after after 15 15 I think first L we start late but we be touching upon those pychological models also I think there are some I'm not sure how good they are but there are supposed to be some sample assignments yeah guys anything else before we good thank you very much I think learned a lot to I learn a lot to thank you thank you I think so like you know what is important at a master's level than just we study about like theories and the experience is what you know adds a lot of value so that we could actually use it Implement in our own organization and can request them at least one I I don't know how interactive this can be like know see each other face and I I I I I love see people's emotions and I also know I'm my my body your body language with my all right guys enjoy the day I think you all have more lectures yes enjoy the day thank you very much thank you see you guys do do f very interesting thank you to it comes m small I don't know it's B bring it's how is online I I tried to do this one I did while I was trying to China so I was too exhausted and I slip through all my glasses like how do you how because I just out keep morning sessions I'm okay I keep it on a can no Jose man to talk is not available okay so we have that's

develop all strategies that we develop out of the window and one of the key factors was that uh it was all about getting your people aligned and and getting your people uh here to understand what is happening in the environment and basically trying to as day on and day day in and day out we were deciding what we do in the morning morning meetings we had morning meeting early every day to understand what the day was going to be like what are we going to do supply chain was not working we couldn&#39;t find P what do we do our guys sales guys didn&#39;t have vehicles to go sell what do we do right those were the things that we were discussing and and this was a bit of eye open up for all of us for to understand that people in organization will exist for the forceable Deion which are taken around small tables where people started mapping out what are from where are we going to find our who&#39;s going to stay in the cues we need to understand that people have problems at home how are they going to commit to the organization if they could manage things at home children were at home my two sons decided to burn their toy room that day simple things like that so there are so many things happening so organizational design development all those things basically there are multiple things that were happening and around us so understanding that let&#39;s let&#39;s try to give some perspective on what this okay so organization design development is all about it&#39;s all about being systematic uh you guys have got this typ right I um it&#39;s a systematic kind of planned approach that&#39;s one of the key aspects uh it&#39;s all about increasing Effectiveness uh adaptability and the overall performance through intentional interventions uh change management strategies ongoing learning uh it&#39;s all about collaboration it&#39;s all about uh collaboration between leaders employees external CH uh Consultants uh um understanding what your current challenges are and tailor tailor making solutions to ensure there&#39;s positive and sustainable work lot of things here lot of things here so it&#39;s all about if you look at what that&#39;s comings and W uh that&#39;s the definition so a simple one is it&#39;s more of a plan and systematic approach to enabling sustain organization performance through people it&#39;s all about how do we build sustainable growth performance to the involvement of people so this is simply what we basically Define uh I need to tell you something but this word is something I on so please take that out when you because adaptability become one of the key factors in in organization strategy and we s adaptability is some area we really need to focus on when it comes to organization um so people and organization developer critical to achieving strategic objectives you think so or not and why do you think so yeah anything else I I think the um people drive the organization yeah and um for that particular organization to have a long-term plan uh it can be in terms of market growth it can be about aing the right market share uh people need to drive that yeah so their development is crucial to achieve that sucess anything from this side while you speak you get so I mean I mean it is understood that uh the people and organization development is very important for to achieve your strategic objectives and why I think this model uh is is all about how business strategy gets involved in people um two key areas whilst you look at this let&#39;s let&#39;s talk about each area is all about culture and change culture is extremely important I can remember one of the interviews I was asked uh uh bo while they were interviewing me they asked okay you going to be given 20 million rupees to impl the new uh new H the systems uh you think that people will use it I said what I said was if you perform performance assessments are done on a small piece of paper and if you have a culture which is driven by performance it would work more than the million you spend on so culture becomes the big drop or the foundation for any project that you right and and that is very important and that&#39;s where your values behavior all get defined and and that is something which we need to understand and when we Define our Valu and behaviors one of the key factors is that organizations now feel that okay okay we Define our values right but do we get our people involved in the development if I ask you all um hand to Heart have you all ever of employees involved in the uh uh value defining process in my opinion most organizations I work in it&#39;s important that that alignment come then people start believing the organization that there is also link between individual values in the organization and that&#39;s something that we learn the economic and and that is something very important where we also try to figure out what individuals value and does the organization also value Valu align so it&#39;s very important when you develop your culture that become strong foundation for this overall ofer change management obviously it&#39;s all about change and managing change become very important and few areas that we look at if you want to get a proper bod strategy or impacting strategy one of the key factor is the ownership of the leadership team of the if a leadership team does not drive this any change I really have not seen any organization pretty well and most organizations try to put it down and say we don&#39;t have time the board doesn&#39;t have time the leadership team doesn&#39;t have time they have better things to do than to set up the people strategies in organiz and that becomes a huge problem because then it becomes uh it&#39;s it&#39;s then it becomes a part of HR and it doesn&#39;t become part of not be by department and that&#39;s where we fail in most organizations where the leadership team has to take responsibility of your people and when you look at PN and if you want to ensure that your you achieve your strategy people need to start looking at warning everything the life the the value stream of all people you know that&#39;s very important and that&#39;s that&#39;s where we talk about alignment there how align of example when you look at strategy how many of you all look at okay if this is our strategy to achieve this strategy what are the skill sets that you require what the talent that you want do we have it very simple the this the the the strategy we going for example the banking sector you say we are going into sector and if you&#39;re going into the sector do we have the SK sector manage that portfolio do we have the the the people who are motivated uh to drive this strategy right now if not what do we do then we need to develop them we need to buy new Talent if we need from outside so that&#39;s how the whole strategy the P strategy gets start get stru and that&#39;s the alignment that we talk so most of the cases we we try to say okay it&#39;s a top down approach or a bottom up approach which is very important but yet for me right now the the dynamic nature of the environment we need to also understand what&#39;s happening out there and what are the possibilities out there and so on and so forth what is our strategy what what type of talent do we need to drive the strategy what are the people development initiatives that we need to do what type of talent do we buy from outside from where do we find those Talent from all that comes under that alignment and if that alignment is not done which is driv by your leadership team sometimes most of it have that is my opinion I&#39;m sure you guys also have your own opinion on that uh and and that&#39;s where I um on the talent development piece that&#39;s a huge area that&#39;s where most organization are still a bit backward is where we look at the overall Talent piece where we look at succession planning uh I think succession planning is separately also identified because that is extremely important to understand what your sucession plans are for your organization so that becomes an important piece in the uh uh PN pillar evidence base why what do you need by evidence phas do we take decisions on evidence that WECT I went to a that I was exposed to this dark room concept for the first time the dark room concept is is is which we did with the with the external party we put employees uh they select nobody knows who comp uh employees are given the opportunity just to walk in external location the pure dark room put in the dark room and next time I share the some of those dialogue that we have uh and you put them in the dark room so the person who interviewing is also nobody know happens so they were asked multiple questions and finally which came out was the final statement was I hate myself there are multiple mulle interv but this hit me very strong I share the dialog where first I hate why do I hate myself I hate my IOP lot of things so you&#39;re talking about all these things if you don&#39;t have motivated employees in the organization and that&#39;s why I&#39;m coming here to employee engagement if you don&#39;t engage you don&#39;t have emotional connect with your organization what py that you build is not going to right we need to understand that emotional connect is very important we need to understand what really emotionally connect talk and and to do that we need evidence what type of evidence do we look at we might have different uh culture assessments we might have different initiatives like the dark room we might have different initiatives thinking totally out of the box dark is something which came from a advertising agency just do this right and and and so on and so forth so very interesting concept so you basically they sharing their story they don&#39;t want to show their face they don&#39;t come brings people out with the actual emotional because people still don&#39;t trust that I will not [Music] get whatever for what I say but I&#39;m just asking what if you know the organization I a third party to do this type of uh interviews or whatever which the anonity will be maintained which is both structured and stuff like that how does this differ from that they still don&#39;t trust a person who this okay when you don&#39;t see somebody you you look at sometimes go to right different thoughts your talking to your subconscious isn&#39;t that the meing isn&#39;t thaton the thing I spoke about I hate myself extreme but there&#39;s so many things that you can learn from the conversation I hate my man he doesn&#39;t care my children those are the looking at people development and you want to drive people efficiencies those are things that we really out people talk about wellbe wellbe initially was let&#39;s have a sports day sports days are good my job that so that what people value what people value all those things we need start understanding that&#39;s something very strongly and then you start looking at Employee Engagement that&#39;s it you might not have um we might not have both days a fun fun thing to have but what really picks the clock of employees how do they get motivated what really is that connect I I I&#39;ve spoken to employees who watch their mother who is B come get up early at 5:00 in the morning watches those their father and then come work and we say he has to at 5:00 because we need to the mother how do we identif empathize those we organization yes we look at number but we need to also understand that numbers are given by you don&#39;t connect with those guys properly and that&#39;s why I tell something driving num is going to be T yesterday I get a call I&#39;m example suggest this um up a branch calls me and say My My My Man how he always sh at us saying that you you haven&#39;t met the numbers um so I then uh then I why she has to go at 5:00 that me she has the child child is child care issues people and that&#39;s why I say don&#39;t understand emotionality and if you don&#39;t understand finally when you work for organization that we are human beings you will get sandwich from the top the heads would go on to drive numbers yes bottom people have all these issues you the that manager and if you don&#39;t understand that part of it fion making AI is now is the thing CS are happening uh and and we need to devel people to understand those things uh I had to terminate an employee where got hooked onto a scan or AI driven now they say not to even when you when you&#39;re taking a photograph not to show the vi sign because they can they can go up to the point of image Imaging your your your fingerprints using that that&#39;s amount of uh things which are happening uh and now ai has become we talk about Big Data data mining all that kind of stuff because that gives us Trends in the market to understand this also helps understanding strategy how we drive it all that kind of stuff is very important as I did mention on this side Performance Management not very e a tough area to manage because you need to understand if you are driving Concepts like P performance things of that nature you need to have very strong Foundation biggest problem on performance is not setting up that&#39;s conversations do we have proper conversations those conversations do we give evidence on why we feel that you&#39;re not performing all those factors coming that is very important sucession planning have you identified your successes for your leadership uh the the CX minus 1&#39;s do do we have uh development plan set for those guys all these things are part of your if you look at your your definition all these things are a part of your own organization development organiz and and because things like payroll things like employee services are getting automated right now those are the eest things we don&#39;t have big payroll as I when I started work at even at hspc I the after and so the now things have changed things have changed so much so now it&#39;s all about systems data uh you have Biometrics all that kind of and we also as organization don&#39;t what time you talking and that that is something that I D at we don&#39;t what time talk look at right a productive employee is a happy employee is a productive if you have people who have to spend time Wasing their moms or Dad&#39;s humble but we need to unfortunately front L are those are some of the issues but we are also now most banks are pushing people to reduce the people coming into uh right brick and motor is going out it&#39;s more more about KES you have your uh digital uh banking framework I think most of you guys have uh apps on your phone ranking apps where you do your what you call it the transfers everything I don&#39;t carry money and that becomes problem you take a cap it&#39;s on your card all those so that&#39;s very important innovation creativity the dark room is innovative how do we identify it&#39;s all about emotional connection that&#39;s something I drive where I it&#39;s all about emotion how do you emotionally connect with your employees how does the organization connect with the employees and get employees also connect I&#39;m sure you&#39;re not going to agree with the next statement I&#39;m going to do we talk about different gen all that kind of for me any generation which works in an organization to buy into the values the culture of so you might have different Generations you might have different people I will say when I interview people people have lost commitment there&#39;s nothing called loyalty anymore right you you never see an employee working for more 10 years I have people have been working in same organization for 25 years people look at movement they look at there&#39;s no loyal so how do you for the the time frame that they work in organization what is the culture that we need to all work with because if there is no alignment in your culture you&#39;re not going to get a produ so that is very important just like that part ofy or have you just given are be people are going to move one of the key factors is the the economic conditions of the losing people out of the is losing people 5,000 people will not be looking too much on prob and so on so when you look at Talent we talk about Talent uh we can&#39;t we can&#39;t build careers of people for we need to identify who your toar value what the sus are what are those critical questions that we have to ensure that we have in organization and those ensure that we have key strategies in the organization to build those and regain those right that is our Focus because it is I I&#39;ll be lying to you to say we need to have a strategy to prain everybody we don&#39;t need unfortunately it&#39;s wrong you but talking about talking about emotional and also we talking about a situation where you don&#39;t need to keep right so that&#39;s from organizational right from a people perspective we need to ensure that so that&#39;s why I said you might agree with the might not agree with me from a from a organizational strategy perspective and OD perspective for the organiz for to sustain the employees that we have the organization also has that mean we need to look at Cost we need to look at Revenue something that we we now look at is cost to C to income ratio are very important BR also we at cost if your cost is higher than your income you need to re at Staffing with with the cost for example R everything all those cost everything so if you want to be a very good ex professional you need to understand you need to understand business because your exr strategy is aligned to your business strategy okay if your business strategy uh if your business strategy doesn&#39;t get the line then there and that&#39;s where we talk about business partnering models which are starting business partnering and so on and so forth for people to better understand this because if you don&#39;t understand your business what happens is your HR strategy doesn&#39;t fulfill the requirements tical question as you said not to particular about the key in time and the key out time and what is important is like that&#39;s what what I do very very flexible so please go yeah so until okay so productivity is good they effective but when it does not happen right when you see they&#39;re not performing or the targets are not achieved you go back and see whether they have a connection of they don&#39;t come on time they just leave early they&#39;re not on the you know right P so you go back and do that question let&#39;s first tle it in two parts one is your Performance Management has to that&#39;s why I said you set API but do we train our managers do our performance discussion well right uh do do we St manag feed prop right does that happen properly is there is there a peral feedback process where people can keep giving feedback to employees on on a on a on a monthly basis I don&#39;t believe honestly I don&#39;t believe in the annual doesn&#39;t make sense you will have you will have B anual press or whatever doesn&#39;t sense you need to have a a system or a process that captures all these Performance Based issues as it happen or I think at least the shortest time frame is a month mon Bas if I have not done well tell me where I have messed up what should I do now to to give that feedback to the guy okay you guys have not achieved your number but let&#39;s look at how we can work the next month and see how we can that&#39;s support system our Performance Management in any organiz support system you guys have numbers are low 55% achievement Target what do we do from here how do we achieve because the next month is 45% achievement that if you want toat what do we do who going to get who support is going to come so support structure has to be there like your supp stru to basically support them to achieve those numers and those are some of the things that works the second part is that you uh get of lab law such nonform nonperforming is not a reason for you need to Showcase multiple things say okay I support of this person you go to so then comes organization do ite environment they have organization do it not the best practice but it does happen but organization I&#39;m working if we have decided that this is the process or is the cure that we want to adopt and and talk in talk out times are not monitored we don&#39;t different organizations we look at it so so that&#39;s where it is and the most important thing is M analytics numbers that&#39;s something that we don&#39;t on and and basically that is are that is something that you need to build you want to so ethical and responsible behavior some ethical for me to pull out something that we stole them we don&#39;t check on and and those governance all those things com so these are some of the areas where will inter this right so so when you&#39;re when you&#39;re looking at overall business strategy and if you&#39;re looking at people and organizational development these are some of the key area but fundamentally your culture has to be strong enough build to ensure that these things work you can&#39;t get up in the morning and say I&#39;m going to put a new management process start need to get so so this is one model that we&#39;ve been looking at as we go on uh so the key pillars of PN obviously we&#39;ll be touching on leadership and management processes what what leadership aspect of it what type of management processes systems culture and change we&#39;ll be touching upon uh continuous Improvement and learning uh that is an area that we&#39;ve been looking at we look at processes at some point that&#39;s a new on the Block talking a lot on agile we&#39;re talking about lot of scrum we&#39;re talking about some Masters we talking about different aspects of it um and and those are some of the things that which which people are now talking about we used to have 10 year plan started for years it became five then three two and we look at it on a basis but aile talks about even shorter uh smaller bikes of it&#39;s getting smaller Cycles are getting smaller so because the envirment is so Dynamic that things are getting smaller and the most important aspect is also improving on on what we have done what do we what did we do wrong what did we do good uh in the if you have been exposed to the the agile processor if you have train scrub Master we look at the the good bad and the good bad andly is what we look at The Good the Bad and cultural nuances where uh people have egos the biggest kill in organization EOS so so what are those things how how do you look at this so thing in the process looked at and and that&#39;s where we talk about continuous Improvement we talk about e learning we talk about bik size learning we talk about nugget learning all those things come in this continuous Improvement aspect evidence in the in the agile processor they talk about a lot of evidence Why didn&#39;t it go right we do we we have got used to doing post morms now we do PR modems right we do things like the speed Bo which I&#39;ll share with you all as we go on so the premortem is we look at what could go wrong in any project that build the strategy we go PRS to see where can it go wrong and then we Define our action plans accordingly to attack those issues so that&#39;s something that so strategic talent management that&#39;s a huge area that we will start touching on and the next aspect is organizational structure and we going for much more leaner structures we increasing span of control you guys know what span of control is number of people reporting up we are increasing the span of controls we are delayering it right delayering it um and so on and so forth so organizational design structures things like one to one reporting is something that we are now say that it&#39;s it&#39;s absolutely unproductive but you have one person reporting up to another person by we can reduce one whole layer out of it so if you have a head we have the next level who who would basically you don&#39;t need those guys so reducing the layers increasing span is is a way for that we&#39;ll be looking at so these are some of the areas that the key pillars that we&#39;ll be focusing on uh on this um so these are some of the things that we did at High have pin here uh we had I mean I was lucky enough to be a part of these programs and also weit lovely places like Switzerland because Switzerland was one of our main areas of training main Global Training Center was there uh and we had different types of training Multicultural multiracial uh b h was if you want be diversity equ inclusive this was one organization which actually practice everything uh uh lgbtqi we all globally we we used to sponsor all the gate parades and so on and so so we actually uh implemented what we so this multiple development in the second largest a gr in the world so a lot of things happen on that so it&#39;s all about developing developing building a succession all that kind of stuff so I bought these photographs is all those elements that I showed you was put into practice to a great right so on the development P evidence spased Mis was one of the best Mis that we had all that kind of stuff a lot of money was spent on people and so on so it&#39;s an investment and that&#39;s what we want to look at so that&#39;s all about the the women interactive Network because one of the key indicators that we had was that we needed to have 30% plus sorry 40% by 2025 uh women in C uh and and that&#39;s uh so all the 100 top talent women globally was brought into the this netwk and they were made it they were devel also as mentors for juniors for them to develop things of that nature happen so that is a women&#39;s interactive Network so those are those are some of the key factors that we talk about so this come by you need to ensure that the culture is created for women also perform that is very important when you are a single mother as I of that lady if you don&#39;t have the systems process support them that becomes a problem for example that&#39;s where even insurance policies globally we had minimum benefit start for example if a gay couple is having children and they have adopted children globally we have to ensure that the insurance policy for children to be looked after and your partner to that&#39;s amount of work unfortunately you can&#39;t do still the P code against the law you can be arrested so s had problem but what we did globally is we bought a insurance company so they reinsured so in Sri Lanka also there was reinsurance done globally to ensure those those aspects Sanka is still but globally especially M all these things were put so these are some of the initiatives so the most important thing strategy will be achieved emplo of and English do that and that&#39;s where your P comp from and that&#39;s where we focus on how do you engage people how do you ensure that they are motivated to achieve do they have a career do they understand what their careers is are their performance managed properly do we have evidence to say that this person is performing think in very lame and simple language that&#39;s what we basically look at so with your interational experience yeah so if you see in sria the remaining leadership positions are very very limited in most of the organizations did you face any challenges in the respective organization that you work to implement some I was lucky enough to work in organization which I did not face too many of those me the biggest basically last and and I challenge name one of I don&#39;t happy about it because it&#39;s all about creating the culture people that&#39;s why I said your p is all about your culture and and so on and so forth you need to understand it&#39;s all about talk about diversity and inclusiveness but if you culture doesn&#39;t support it nobody will be able and and your whatever you do and and if you&#39;re talking about uh creating a culture of service if you creating an organization where we need to uh what you call it be the number one in service don&#39;t your culture doesn&#39;t support that all these things just something that so quickly uh uh on this so p uh there&#39;s a step roll out uh that we&#39;ve developed looking at some of the best practices the most important aspect is the first one is all about planning uh looking at uh evidence assessments are done to find evidence right your plans have to build be buil on evidence and we spoke about alignment that is very important second aspect leadership B do we have the leadership B uh so does the CEO drive this or does the COO say or the board chairman says no this is not my job is somebody else&#39;s job no it is not so do we have the leadership buing in this do do do they get involved in in setting up the strategy do they get involved in in the planning process leadership buing then the design aspect engaging stakeholders the third aspect is how do you design it how do you idea do you have committies ideating how do you engage your stakeholders all that kind of stuff becomes the next aspect of your design and development as the most important thing people don&#39;t look at this P test test it do some change you build something but do you test it do you pilot test it do you do you before you go full scale into it uh changing different processes procedures uh systems values do doing pilot testing test on it do you do surveys uh um small group discussions to figure out whether it&#39;s going to work uh and so on and so forth it&#39;s very important and then helps you to do the necessary adjustments sometimes what happens is if you do a full scale implementation and if it doesn&#39;t if there are issues taking it back becomes a and that is very important and then then people will also get negative because and and people say no this is not going to work there are problems in this processor systems and so on and so forth so breaking it down into pilot test and see how it works all this that&#39;s a interesting thing because now you think of a pilot testing with systems like Technical Systems your you launch a a new HR System or a new Co banking system and yes you run a pilot you run a uad you have a user group and you have people who give their ideas but uh you know running a pilot for actually even testing like culture and strategy heard of in organization I&#39;ve never heard of so so those that&#39;s why we need to start thinking out of the if you want to change something sometimes you need to try it out and see how it&#39;s going to work you talk about ideating most organizations talk about ideating posters they run it to uh they run it to test systems to see whether it will work your your you&#39;ll have set of people who will run it through to understand what it is uh and so on and so forth so then you start understanding what the nuances are and also understand what those issues are start working on that&#39;s the reason why we Al look at this not nothing of these things on paper it looks nice you guys all work all know how T is but these are some of the things that we start thinking how do the Box nobody told us about just sometimes you just need to jump in and see work and and it g gave us some good insights on where we need to focus what people are looking at what their emotionality are what are they thinking right uh and so on and so I mean all all everything about wellbeing came first bance actually came but nobody bought now honestly it is a TW you need to understand work from home doesn&#39;t work anymore the people don&#39;t right organizations have stopped it because productiv Dr we have had situation people going mov so there has to be commitment from and that&#39;s the reason why we also try out pilot and and work from home could have been I mean we had no option but to go work but how do you manage pilot with a certain number of people try to see how it works for example you might have single mothers you might have mothers who have uh parents who need support to try it with those guys and see how we can work it out and so so that finer testing also helps a lot uh can I also ask a question sure go ahead uh when it&#39;s come to Pilot testing uh is it recommended to go ahead with the minimum viable product first yes I&#39;ll talk about the minimum viable product also as you go on yes it is uh because because then then it takes less time and and basically uh you know what else has to get built on that so yes it is thank you and sometimes more but what ween like kids go to the the the and it is actually working very and it is fantastic so so they also tested a few ways of working around going to doctors all that kind of stuff and he did work and and that motivates them to like work even after five so like working times have blurred actually they resp but people are now willing to do that because that time they get take is more press like they have work around where ear they would have wanted a to for both um the most important aspect also is on the step five communication and marketing uh whatever process that you need to do you need to Market it to the staff uh and the engagement strategies uh on the training and development aspect of it uh you need to have trainers within the system it&#39;s f the people who train understand and so on and and so on for example uh if if this is working well there there are mothers who use this very well they can train the new uh new stuff on how they should be using things of that nature uh so resourcing uh participants because that&#39;s also very important our biggest problem is you put them for training and uh there&#39;ll be 101 calls coming for that guy to come so need to Source them properly um so it Al should be a face rad out so face roll out uh depending on the complexity of it the scale of it it&#39;s very important to ensure that uh those uh uh it&#39;s a face roll out and and also gradually expanding it to to the entire organization uh and so on and so forth yeah when you look at your you know your experience with the multinational how H does their training and development and of course had an impact on how we do physical versus online and things like that but with your experience now how do you see that now the the the share of doing online versus physical and even at the beginning all of us said we would prefer physical for this lecture as well so now with with the you know one thing is cost the other thing is how far reach you have especially when it&#39;s the banking sector you have such a white dispersement of your your staff then this online sometimes it&#39;s you know really hard to get it to work so have you seen practices in uh International companies like pin which allow for that online part of Learning and Development to actually happen in an productive way I think the most important aspect is uh is whether it&#39;s whether it&#39;s online or uh physical the the key aspect is also defining the purpose of those and and also we talk about those things you don&#39;t Define the purpose and I I I bring you for coming here the purpose one is to get ation is going to help you in your career right number two is also to support you expand your knowledge base to do your function as a HR professional better so there are two key objectives which are set out for yourself right if you didn&#39;t have that objective even even if I brought you here right you need to go for that program right defining objective today you going for the program you&#39;re going for the I don&#39;t know what the cont I don&#39;t know why I have better things to do that&#39;s the thing right if you don&#39;t Define that and you don&#39;t Define what you going to get measured on after coming for this program whether it&#39;s a physical program whether it&#39;s a virtual program I don&#39;t know how so very exive because doesn&#39;t that give them more ownership of wanting to actually go to the class rather than it is freely available easier for you to just take I mean I don&#39;t know how apply and actually put some effort to get so so you will identify we identify you as a potential successor for example C these in one or two years you you have the ability to move this SCH that that gives some kind of motivation and a purpose however whether you a joint we Define development action plans we have all those things set up so from both but for you to go there we see potential but we need to ensure you convert that into performance potential is absolutely nothing you might have potential they come I right so for you you might have the potential to do it but get on the ground and perform and show that what you can do potential doesn&#39;t get you any potential gives you life the management gets line of s up but if you don&#39;t convert that into performance never get go through that but the ownership lies the equal ownership we also identify that potential and also set up clear development action plans for that Achi and he doesn&#39;t know why whatever is that conversation and cont you need to have Contex context comes from purpose purpose always context come from purpose if you anybody that&#39;s that&#39;s the biggest problem what happens is training programs are organized that&#39;s our fault and it&#39;s our function organiz the last moment we don&#39;t we don&#39;t plan it out last we send out a m thing please send send in the uh nomination those the manager also doesn&#39;t know what the am I sending it for the participants also don&#39;t know what the program they&#39;re going for the whole system is not properly so it&#39;s important that when you identify I mean you have different types of programs you have multiple transactional programs you just do for the same purpose right that&#39;s that&#39;s then you have higher level program share those things with you you&#39;ll have maybe a level at the very senior levels where you identify people for cxo cxo and so on so there are defined programs for the and those are not oneof programs those are annual programs then that&#39;s how I got exposed to in got exp from those programs and because I was identified for right and then you have your talent so that&#39;s why very strong performance manag that gives transparency transparency very important for you you absolutely right people need to know why I was selected and why I was not selected right and to do that I need to be there has to be a very strong Performance Management System to ensure that I know exactly where my development from are right and if I if I don&#39;t bre those gaps I will not be able to get on these Fast Track programs there has to be a a b in you get there are some people I&#39;m telling you there are some BR manages of people in the organization I am content with what I am I am content but he is not a non-performer he&#39;ll do what he has to do but you can never identify him as successor to one of those or Ro so that&#39;s where you need to ensure that V is not uh a non-performer he doesn&#39;t have aspirations also to get and that&#39;s where the conversation and context comes in very strong there might be in in what the example you brought it in working from home there are people who also misuse the proc there are people who use it very well there are people who misuse you need to also manage those systems and that&#39;s where your your roll out all those things what comes comes in strong um obviously data collection all those things come in feedback loops talk about those looping of feedback so on and so forth so that&#39;s that part of it uh recognition reward whatever we do we need to ensure that there&#39;s a very strong recognition program which supports it uh because that&#39;s also very important uh and uh next one is on sustainability continuous Improvement integration and and the most important aspect is whatever we develop for bod pill has to be a part of the culture has to be a part of the process it should not be a just a a c which has been just put on on your current system and and it doesn&#39;t hold you can&#39;t sustain it so it&#39;s important that it gets embedded very well into your systems and processes so your Performance Management your leadership development initiatives and all that kind of stuff your talent management process if people start taking ownership doesn&#39;t become just a uh part part of the thing so feed up uh feedback adapting uh so ensure uh proper feedback mechanism is put into place the feedback starts coming in and and people start capturing that feedback what you do with that feedback it just goes into junk mail or does it actually get captured in the whole thing and the most important whatever you do that has to be a investment on you bought in a very very good example work from home work the cost are deduced by reducing your that&#39;s the return on investment with that return I might be able to give better B Tolo better increments to the employe because our cost structures are better managed that&#39;s where your and from any questions okay how do you know if your p is working so simple things like your top 10al percentage will be high uh percentage of top tting key positions will be you you&#39;ll have a succession plan well in place Top Talent retention will be better uh and I know I&#39;m not a big fan of managing ption but I&#39;m I&#39;m a fan of managing your retention of and so on sometimes the is also required and it also getting new people coming in but it&#39;s very important that you identify the right people that so what&#39;s the difference between talent and talented position you have when you do your performance management system you identify your top PR of people you also have key portion organ like there might be the CMO portion and I mean those according to the strategy of the organization identify what your key motions are required to drive the how many of the to that something um potion field internally external against external vacancies Employee Engagement schol finally are people engaged organizations just to run what is the level your Readiness levels I I talk about in detail as go on we need touch on tent management Lev this we we when we do a very strong performance manage sorry tent management process we also have uh Radiance levels how ready is your success to take on the road for example is it under one one to three Beyond so all ready now like a drop situation yeah so your Readiness levels are ready now one below one year one to 3 years years and so do you have that if it&#39;s three and above we also need to map out and see who&#39;s out behind in HR we do also something called a talent mapping process where we start mapping who are the people on those identifying in compy organization who are those should we beting talking starting if you don&#39;t have somebody ready within one year if you have employee who&#39;s retiring in one year we need to have somebody ready now or at least who will start taking more if you don&#39;t have somebody ready now or ready in one year right we need to start looking have you all identified and Ma those guys have have we used Head Hunters to start talking to them whether they are interested and so on what do we need to uh bring somebody from somewhere else out the industry and so on so things of that nature so that is that is what we call BR um work design here we talk about work design is also very important aspect of of a bod is it&#39;s all about it&#39;s all about designing your work your tasks your responsibilities uh the different relationships or the uh within the organization where you optimize efficiencies productivity satisfaction uh performance all that kind of stuff um and Main objective here is all about uh is ensuring that proper job roles are created workflows are created structures are created and basically it aligns also to the organization goals and also considering wellbeing of the employees so things like job description all that kind ofu structur everything is a part of this work is when you when you because that comes in very strongly when you develop your strategy when you develop uh all all the these things work design is all about what type of workflows do we need to achieve those I&#39;m sure these organizations have done this at some point because if not the organizations won&#39;t run but from a pillar just to give an understanding of work design is all about when the strategy is done you design what the workflows are when you design what the workflows are what are those responsibilities what are those class and then you start defining what those job roles are and that&#39;s that&#39;s all about work uh work design is all about why is it required it&#39;s all about engagement satisfaction it&#39;s all about I&#39;m not going into detail touch motivation on performance uh attracting the right Talent uh attracting the right talent and also also on retention um adaptability agility um align Innovation creativity Innovation and creativity I just want to touch upon it doesn&#39;t happen by accident has to happen by if not if you have not developed the workflow for creativity and Innovation it does not happen as as as fact is it does not happen so so you need to ensure that there are work flows employees and that&#39;s where that&#39;s where this whole thing about scum scum Masters coming in you have H of innovation most organizations have this portion called h of innovation we never had a portion called of inovation long time ago right this whole process work flow of ideating all those things are coming into play for example we uh even get children we prods and and and and ladies like you would come and and try because you all understand the the new and speak to them trying to see okay what would they want in a product like a savings account what GI would they want so that whole workflow has to get designed if you don&#39;t design that or it is not built it doesn&#39;t happen so things of that nature and that&#39;s why it&#39;s important that work design links up for Innovation and so on uh Imports again on employee development I think the numbering has gone off employee development uh because uh as we discuss in detail about setting up pdps or performance development plans and Su plans well-being has become a new workflow you have in some organization head of head of and Di and inclusivity this becomes health and wellbe becomes a major this think um we have test burnout of people how do you manage that for example there are we have also partnered with uh psychologist or organization which have psychologist to support them in managing burnout because depression also work work life or work style depression where they is men were depressed in organization are also managed because we need to understand that medical leave is given for them give them support all those things get all also a workflow which gets defined uh organization culture workflow I we details efficiency productivity do you have Mis do we analyze those data there&#39;s so much of data which comes up do we what do we doing that is very important and employe empowerment I believe empowerment and delegation the biggest road block for that is EO people don&#39;t want to don&#39;t want and that should not be because always important to understand empowerment supports you to Dev that is something that you all need to drive in organization because if you don&#39;t Empower delegate and develop your second L you don&#39;t have the opportunity that&#39;s how we need to start sing so on on work design it has to be on on design workflow to ensure that empowerment and dedication I think we learned dedication I I learn delegation the reason is you you try putting your P water for the first time okay and and and also uh what what would you do you get into the water that&#39;s the first of why hold the person who support to development so the next thing you do is when you know that that person is okay the kid is okay and canp around you know on his own p on his own put the the water Al but you sit down and watch the baby in the that&#39;s second step of you now have empowered that person do the job but you&#39;ll watch from a distance whether he get it right and you will come and support if there&#39;s a problem you see the B the kid going not too comfortable you jump into the water the second the third step is you put the K in the water you&#39;re confident that the kid can look after and manage right so if you don&#39;t build a workflow to ensure that these things don&#39;t happen this happens dedication inment doesn&#39;t and that&#39;s why I said I learn dedication to very simple three step approach on education and that&#39;s where we basically talk about importance of work design trust isue right people don&#39;t trust and then they so where does trust come from in organization that&#39;s why I said in that first uh visual illustration of business strategy and the bod culture becomes the Bedrock of you need to ensure your culture is built strong to ensure any of these things workflow the design all those things work cult we those things as we on employe as of it yeah introspection of understanding that also maybe that leads to you probably trying to control so so also emotionally talks about self awareness as well sure right and and it&#39;s all about self awareness I might not be aware that I&#39;m not not edating things for this I might not be and that&#39;s where the performance management comes strong because my boss should be given my PE should be giving me that feedback hey P the hell are you doing you&#39;re not dedicating you&#39;re trying to take fing everything that you want to do you&#39;re not developing your people I might not know that and that&#39;s where your your your your performance management system has to ensure that feedback as you is given on a structure basis self awareness is created right if you don&#39;t create self awareness of what my gaps up I might not know people might not know yeah you need to understand there&#39;s some fure nuces also from you don&#39;t want but we would love to go I never com her right because I don&#39;t want to hurt her to say okay you&#39;re not doing this problem that&#39;s communication so that&#39;s why again about culture about politics in all those things massive role in the whole thing so so these are some of the key factors that would impact PN o and and work design um I&#39;m going to take I&#39;m going to jump this We Touch This the next week um I&#39;m sorry I didn&#39;t get your name uh you asked a question on the on the minimal variable viable products so so things like on the agile we talk about rapid prototyping uh and and that&#39;s where we talk about uh creating Pro prototypes and and the MVPs to ensure that uh the test ideas and concepts are properly aligned with something that we do it let&#39;s talk about it next week I need to talk about this is that you all will have an assessment at the end uh I assessment sorry you have to um so you need to identify an organize you are familiar with uh you need to uh develop a individual percent individual notam uh so individual presentation on the current ineffectiveness of Learning and Development activities and most often why they are flawed uh in terms of purpose timing mechanics and content when exam examin from a psychological so we&#39;ll talk about some psychological question any any organization you don&#39;t have to do it on organization might identify something else you might identify NGO that doesn&#39;t matter that doesn&#39;t matter um students are required to critically explore how the effectiveness can be improved with people and organization development is approach from a psychological perspective and provide recommendations uh I think your learning outcomes would have been those yeah so it should touch yeah there for so it should also L up to the Learning and Development will be a manifestation of of this talks about OD talks about psychological aspect critical and analyzing some of the learning fir uh models um learning theories and so on and so forth have to talk about strategy and how the strategy comes into into training and development say certain changes that have been done already yeah now for example if you have done some changes and like on the pilot testing and so if test it these are some of the gaps that we have SE these are the recommended improvements from a CI perspective continuous improvements yes we have done this but these are some of the continuous Improvement elements that we looking at on so assment just the presentation report as so that will be your final so your presentation slides so um just clarifying so this particular presentation we just uh it&#39;s not going to be detailed right presentation will just points and diagrams and all yeah so do they expect us to do notes in terms of like you know those that&#39;s record it I think the questioners presentation give for that as well finally it will be the percentage but there were students who put notes on the percent you can add the notes on your on your PowerPoint and that also was looked at that looked at I mean if it was given they will look at because those will be your presentation notes right yeah because these are PowerPoint but we we spoke so much on those four sides right might be those might be the points all the references at the end of like after after 15 15 I think first L we start late but we be touching upon those pychological models also I think there are some I&#39;m not sure how good they are but there are supposed to be some sample assignments yeah guys anything else before we good thank you very much I think learned a lot to I learn a lot to thank you thank you I think so like you know what is important at a master&#39;s level than just we study about like theories and the experience is what you know adds a lot of value so that we could actually use it Implement in our own organization and can request them at least one I I don&#39;t know how interactive this can be like know see each other face and I I I I I love see people&#39;s emotions and I also know I&#39;m my my body your body language with my all right guys enjoy the day I think you all have more lectures yes enjoy the day thank you very much thank you see you guys do do f very interesting thank you to it comes m small I don&#39;t know it&#39;s B bring it&#39;s how is online I I tried to do this one I did while I was trying to China so I was too exhausted and I slip through all my glasses like how do you how because I just out keep morning sessions I&#39;m okay I keep it on a can no Jose man to talk is not available okay so we have that&#39;s

Transcript for:POD 1 Lecture on Organizational Design and Development

Transcript for:
POD 1 Lecture on Organizational Design and Development