Alright..............pls. stop advertising for your consultancy..........atleast not on my post..........
From India, Mumbai
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6From India, Mumbai
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I am not advertising, only offering help where YOU ASKED FOR IT!!! And by the way, the contact details were requested by someone else on YOUR post. I don't see anything wrong in sharing contact details. That doesn't constitute advertising.
To be more practical on your post:
1. Obviously, an appropriate professional solution cannot come up in a few posts on a forum like this. You have to appreciate that being a professional. And I have offered you help in a professional capacity.
2. Another aspect is that you have not mentioned anything about what you have even tried firsthand... A serious post would have said that this is the current practice, these are the problems with the current practice in xyz areas, and I am trying to achieve these objectives small, medium, and long-term. I have these proposed methodologies and would like someone to review and comment. Unfortunately, you have not provided anything of that sort. In other words, your own post doesn't speak of a professional approach. Yet there are many people here who have tried to help you or offer help to you. If helping or offering help constitutes advertising despite your inappropriate post, so be it.
Let me give you a link on another post from this same forum that could be of interest to you in this context: https://www.citehr.com/324634-posts-...r-experts.html And mind you, this is not about advertising.
From United States, Daphne
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To be more practical on your post:
1. Obviously, an appropriate professional solution cannot come up in a few posts on a forum like this. You have to appreciate that being a professional. And I have offered you help in a professional capacity.
2. Another aspect is that you have not mentioned anything about what you have even tried firsthand... A serious post would have said that this is the current practice, these are the problems with the current practice in xyz areas, and I am trying to achieve these objectives small, medium, and long-term. I have these proposed methodologies and would like someone to review and comment. Unfortunately, you have not provided anything of that sort. In other words, your own post doesn't speak of a professional approach. Yet there are many people here who have tried to help you or offer help to you. If helping or offering help constitutes advertising despite your inappropriate post, so be it.
Let me give you a link on another post from this same forum that could be of interest to you in this context: https://www.citehr.com/324634-posts-...r-experts.html And mind you, this is not about advertising.
From United States, Daphne
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Greetings,
I had missed out on sharing the entrepreneurial program that we implemented. This was purely designed to increase engagement. A third-party survey done a year before I had joined showed that the basic reason why employees were leaving was, 'they were not given enough opportunity to excel'. The entrepreneurial option was ranked highest!
Now here's what we went through. The Engagement Program was designed and intentionally kept extremely broad-lined, to make it inclusive. The eligibility for the program was kept open for anyone within the experience bar. This program aimed at offering the highest level of opportunities and increase the employees' stake towards the growth of the organization. We had expected a huge response, as the pre-launch session discussions held through the teams went very well. The support was big. But everything took a turn when it was launched.
The program required the employees to start a business center in a new location without vertical support. They were required to open and operate it while building the support internally. Some remote assistance was offered. But everyone knew that arrangement would be difficult to scale up the center. This was planned to groom the leaders for Org-head roles. The cost was supposed to be managed through the remote support offered to the center. The responsibilities typically included Operations, HR, Finance, and infrastructure. A new batch of employees who were supposed to work in the center was required to be hired by this team. The admin support at that location was outsourced. Hence that too required a completely different line of monitoring. The operations team had a fixed 'Line of business' to start from that center, but the workflow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the center would be on profit-sharing mode, which is a deferred benefit. Their progress would be audited every quarter. If they fail, they would rejoin their former roles. Now this created huge rejection. The employees saw this program creating instability in their roles. Till this point, they were all placed in different projects. Hence their bonuses were lined all up. Changing their roles, for something as entrepreneurial as this created no sense for them. Worst, just because the center would be small, no one saw a growth path there. They could not relate to the succession planning we had. We took repeated town halls and focus group meetings to clear this doubt. The main takeaway was the learning, i.e. 'scratch-to-finish' in a new environment.
We asked employees who had taken similar responsibilities in other centers and countries to share their experience. But even such knowledge sharing was not enough to motivate. Finally, as the time drew nearer, we asked the manager to nominate and followed the normal IJP process.
The team that was sent did very well. In three years, they became the role models to many. But I will always remember the resistance we faced. Not to ignore the gossip later, which said it was 'favoritism' on the roll. The blue-eyed employees were 'hand-picked' and sent. So every decision was dismissed completely as 'biased'!
I am sure the experience of such implementation would be different for others. Please share how you did it and what were your challenges?
Regards, (Cite Contribution)
From India, Mumbai
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I had missed out on sharing the entrepreneurial program that we implemented. This was purely designed to increase engagement. A third-party survey done a year before I had joined showed that the basic reason why employees were leaving was, 'they were not given enough opportunity to excel'. The entrepreneurial option was ranked highest!
Now here's what we went through. The Engagement Program was designed and intentionally kept extremely broad-lined, to make it inclusive. The eligibility for the program was kept open for anyone within the experience bar. This program aimed at offering the highest level of opportunities and increase the employees' stake towards the growth of the organization. We had expected a huge response, as the pre-launch session discussions held through the teams went very well. The support was big. But everything took a turn when it was launched.
The program required the employees to start a business center in a new location without vertical support. They were required to open and operate it while building the support internally. Some remote assistance was offered. But everyone knew that arrangement would be difficult to scale up the center. This was planned to groom the leaders for Org-head roles. The cost was supposed to be managed through the remote support offered to the center. The responsibilities typically included Operations, HR, Finance, and infrastructure. A new batch of employees who were supposed to work in the center was required to be hired by this team. The admin support at that location was outsourced. Hence that too required a completely different line of monitoring. The operations team had a fixed 'Line of business' to start from that center, but the workflow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the center would be on profit-sharing mode, which is a deferred benefit. Their progress would be audited every quarter. If they fail, they would rejoin their former roles. Now this created huge rejection. The employees saw this program creating instability in their roles. Till this point, they were all placed in different projects. Hence their bonuses were lined all up. Changing their roles, for something as entrepreneurial as this created no sense for them. Worst, just because the center would be small, no one saw a growth path there. They could not relate to the succession planning we had. We took repeated town halls and focus group meetings to clear this doubt. The main takeaway was the learning, i.e. 'scratch-to-finish' in a new environment.
We asked employees who had taken similar responsibilities in other centers and countries to share their experience. But even such knowledge sharing was not enough to motivate. Finally, as the time drew nearer, we asked the manager to nominate and followed the normal IJP process.
The team that was sent did very well. In three years, they became the role models to many. But I will always remember the resistance we faced. Not to ignore the gossip later, which said it was 'favoritism' on the roll. The blue-eyed employees were 'hand-picked' and sent. So every decision was dismissed completely as 'biased'!
I am sure the experience of such implementation would be different for others. Please share how you did it and what were your challenges?
Regards, (Cite Contribution)
From India, Mumbai
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(Cite Contribution),
That's a great example. The simple business principle: "Nothing Succeeds Like Success" is universally applicable! Business success is relatively easy to measure... 😊 But one needs to be wary of becoming the 'scapegoat' to employee dissatisfaction. I would request you to share the article I sent for the benefit of the group as well.
Regards,
Nikhil
From United States, Daphne
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That's a great example. The simple business principle: "Nothing Succeeds Like Success" is universally applicable! Business success is relatively easy to measure... 😊 But one needs to be wary of becoming the 'scapegoat' to employee dissatisfaction. I would request you to share the article I sent for the benefit of the group as well.
Regards,
Nikhil
From United States, Daphne
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Well, I also have a link to the article now, [Consulting Connoisseurs: Downloads](http://consultingconnoisseurs.com) <link updated to site home> ([Search On Cite](https://www.citehr.com/results.php?q=Consulting Connoisseurs Downloads) | [Search On Google](https://www.google.com/search?q=Consulting Connoisseurs Downloads))
Check the link on the innovative approach to project management. Sorry for the delay, friends. I was busy for the past 3 weeks. But I hope this will shed some light on what I was talking about.
From United States, Daphne
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Check the link on the innovative approach to project management. Sorry for the delay, friends. I was busy for the past 3 weeks. But I hope this will shed some light on what I was talking about.
From United States, Daphne
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You may also find it here: http://citeman.com#
We tested this in a large project in the US. There were a few changes in the leadership throughout the course of the project, but the project was a huge success.
From United States, Daphne
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We tested this in a large project in the US. There were a few changes in the leadership throughout the course of the project, but the project was a huge success.
From United States, Daphne
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Dear Senthil,
It is a very good thought process, though most of us think along similar lines, there can be creativity in each and every activity. The most challenging task is to change the mindset of everyone, including the head. Unless the management supports the activity, it will be difficult for us to drive the same.
We need to involve employees at the beginning of the activity and take suggestions from them. They will come up with the same ideas you have planned out. Let them feel the satisfaction that the idea is their own; at least, you will get support for the same.
We had implemented a 360-Degree feedback system, through which we were able to generate some old ideas with innovations. We created an action plan and gathered everyone's opinions before starting the first engagement program. Executing it is the crux of success.
Regards,
Abhijit Sanyal
9825738853
From India, Mumbai
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It is a very good thought process, though most of us think along similar lines, there can be creativity in each and every activity. The most challenging task is to change the mindset of everyone, including the head. Unless the management supports the activity, it will be difficult for us to drive the same.
We need to involve employees at the beginning of the activity and take suggestions from them. They will come up with the same ideas you have planned out. Let them feel the satisfaction that the idea is their own; at least, you will get support for the same.
We had implemented a 360-Degree feedback system, through which we were able to generate some old ideas with innovations. We created an action plan and gathered everyone's opinions before starting the first engagement program. Executing it is the crux of success.
Regards,
Abhijit Sanyal
9825738853
From India, Mumbai
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Hi, you may approach company called as Kwench which is India first Premium corporate library with employee engagement platform
From India, Mumbai
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From India, Mumbai
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Hi,
I am doing my project on employee engagement under the 5C framework. Can anyone help me by explaining the 5C framework or providing any related research articles? This assistance would help me easily understand and proceed with the research.
From India, Chennai
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I am doing my project on employee engagement under the 5C framework. Can anyone help me by explaining the 5C framework or providing any related research articles? This assistance would help me easily understand and proceed with the research.
From India, Chennai
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