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6 Year Plan for an Organizational Development Team

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Information about 6 Year Plan for an Organizational Development Team

Published on January 10, 2008

Author: darinphillips

Source: slideshare.net

Description

This presentation defines (at a high level) steps that could be taken to introduce the balanced scorecard and initiatives that will help a company improve performance. The main focus is on developing human capital.
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Building the Future It is possible to create the environment and the skills necessary to succeed in tomorrow’s market today

It is possible to create the environment and the skills necessary to succeed in tomorrow’s market today

Establish Direction Environmental Scan Vision Defined or Revisited Strategic Plan Brand the Company & Leadership Values Defined or Revisited Culture Defined Measures Alignment

Environmental Scan

Vision Defined or Revisited

Strategic Plan

Brand the Company & Leadership

Values Defined or Revisited

Culture Defined

Measures

Alignment

Balanced Scorecard Align the organization through shared objectives Increase capacity Increase financial strength Build your talent Build your reputation Cascade objectives across and down the organization Build supporting action plans Assess and manage exceptions Focus on Process Focus on People Internal Focus External Focus Relationships Human Capital Growth Capability

Align the organization through shared objectives

Increase capacity

Increase financial strength

Build your talent

Build your reputation

Cascade objectives across and down the organization

Build supporting action plans

Assess and manage exceptions

Capability What processes must we optimize to ensure future success? Strategies that tie to capability Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External New Products & Services Effective and efficient new product development process Number of new product ideas Time to launch Success in the market Relationships Human Capital Growth Capability

What processes must we optimize to ensure future success?

Strategies that tie to capability

Critical success factors that indicate success or failure of those strategies

How the factors will be measured and managed

Growth How do we strengthen our financial position? Strategies that tie to growing the business Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Improved Cash Flow Aggressive management of working capital Days sales outstanding Inventory turns Relationships Human Capital Growth Capability

How do we strengthen our financial position?

Strategies that tie to growing the business

Critical success factors that indicate success or failure of those strategies

How the factors will be measured and managed

Relationships How do we improve stakeholder satisfaction? Strategies that tie to our reputation and relationships Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Meet and exceed customer expectations Increase order accuracy Right product On time Invoiced accurately Relationships Human Capital Growth Capability

How do we improve stakeholder satisfaction?

Strategies that tie to our reputation and relationships

Critical success factors that indicate success or failure of those strategies

How the factors will be measured and managed

Human Capital How will we sustain our ability to change and improve? Strategies that tie to developing our people Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Fill critical leadership gaps Increase leadership skills and knowledge in current employee base Hi-potential employees identified Development plans in place Relationships Human Capital Growth Capability

How will we sustain our ability to change and improve?

Strategies that tie to developing our people

Critical success factors that indicate success or failure of those strategies

How the factors will be measured and managed

Competencies Traits that can be defined or observed and developed that lead to desired performance and results What people can do What people will be able to do What people are willing to do What people want to do Profile the company, functions and jobs Assess, develop, and reward your people Ability Willingness Performance Potential Process People Internal External Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills Relationships Human Capital Growth Capability

Traits that can be defined or observed and developed that lead to desired performance and results

What people can do

What people will be able to do

What people are willing to do

What people want to do

Profile the company, functions and jobs

Assess, develop, and reward your people

Profile Define desired state Ability Willingness Performance Potential Experience & Education Readiness Congruency with Operating Principles Position ‘fit’ Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

Define desired state

Assessment Define current state Ability Willingness Performance Potential Tests and Resume Tests, Interview, Inventories Surveys Surveys & Interview Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

Define current state

Develop Build required competence Ability Willingness Performance Potential Train & Coach Long-term Intervention Congruency Work Developmental Assignments & Coaching Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

Build required competence

Reward Encourage excellence Quantity Quality Performance Development Raise and/or Bonus Developmental Assignment Recognition and/or Incentive Promotion or Special Incentive Readiness How it was done Progress against plan What was done

Encourage excellence

The First Year Planning Define future scenario and vision Define strategies, success factors, measures Define values and culture required Competencies Define for overall organization Roll-out climate survey based on comp & values Build assessment and development tools Balanced Scorecard Draft at executive level and report to company

Planning

Define future scenario and vision

Define strategies, success factors, measures

Define values and culture required

Competencies

Define for overall organization

Roll-out climate survey based on comp & values

Build assessment and development tools

Balanced Scorecard

Draft at executive level and report to company

The Second Year Balanced Scorecard Cascade down through all levels of management Review progress quarterly and roll-up reports Competencies Pilot job family profiles in a P&L function Pilot job profiles in that same function Pilot assessment tools Coach and help with creation of individual development plans in the pilot jobs Modify tools and apply to second pilot group

Balanced Scorecard

Cascade down through all levels of management

Review progress quarterly and roll-up reports

Competencies

Pilot job family profiles in a P&L function

Pilot job profiles in that same function

Pilot assessment tools

Coach and help with creation of individual development plans in the pilot jobs

Modify tools and apply to second pilot group

The Third Year Balanced Scorecard Continue quarterly progress reviews and reports Modify report cards as needed quarterly Competencies Final revisions after second pilot completed Train facilitators on profiling process and roll out to all job families and jobs Organization Development Design OD assessments and solutions Pilot tools in critical areas

Balanced Scorecard

Continue quarterly progress reviews and reports

Modify report cards as needed quarterly

Competencies

Final revisions after second pilot completed

Train facilitators on profiling process and roll out to all job families and jobs

Organization Development

Design OD assessments and solutions

Pilot tools in critical areas

The Fourth Year Balanced Scorecard Executive team revisits the strategy Process rolled out across and down all employees Quarterly performance reviews and reports Competencies Managers and supervisors trained to assess and coach employees All employees assessed and development plans drafted Assessments rolled up into reports on state of development for teams, functions, and company OD tools implemented where needs indicated by reports

Balanced Scorecard

Executive team revisits the strategy

Process rolled out across and down all employees

Quarterly performance reviews and reports

Competencies

Managers and supervisors trained to assess and coach employees

All employees assessed and development plans drafted

Assessments rolled up into reports on state of development for teams, functions, and company

OD tools implemented where needs indicated by reports

The Fifth Year Balanced Scorecard Strategy revisited and process rolled out annually Quarterly reports and revisions continue Competencies Live and online training programs rolled out Guts work programs launched Mentors and special assignments identified and implemented Leadership development program launched Organization Development Interventions implemented as needed

Balanced Scorecard

Strategy revisited and process rolled out annually

Quarterly reports and revisions continue

Competencies

Live and online training programs rolled out

Guts work programs launched

Mentors and special assignments identified and implemented

Leadership development program launched

Organization Development

Interventions implemented as needed

The Sixth Year Balanced Scorecard Process continues Competencies Assessments and development plans re-done every other year beginning in year six All programs reviewed for efficacy Organization Development Managers and supervisors taught basic OD assessment and diagnostic skills Programs reviewed for ROI after implementation

Balanced Scorecard

Process continues

Competencies

Assessments and development plans re-done every other year beginning in year six

All programs reviewed for efficacy

Organization Development

Managers and supervisors taught basic OD assessment and diagnostic skills

Programs reviewed for ROI after implementation

Results Employees are aligned with the company’s vision and values Work is completed to improve leading-indicators instead of lagging-indicators of performance Rewards are tied directly to performance and developmental progress Talent is recognized and utilized The company has a leadership brand that will attract top talent Employees are competent before moving up Systems and processes are optimized and constantly improved

Employees are aligned with the company’s vision and values

Work is completed to improve leading-indicators instead of lagging-indicators of performance

Rewards are tied directly to performance and developmental progress

Talent is recognized and utilized

The company has a leadership brand that will attract top talent

Employees are competent before moving up

Systems and processes are optimized and constantly improved

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