Dear seniors,
I have been given the opportunity to write an OD plan by my senior HR manager. I believe I can handle the content with guidance on the headings. Please provide me with direction, and I will repost the document in a doc format so that you know your input is respected, and you can review and provide further comments.
By the way, I am an L&D officer at a construction firm whose HR department is still in its early stages.
Thank you in advance. I am eagerly looking forward to hearing from you.
Regards, Aung Ko Ko
From Singapore
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39I have been given the opportunity to write an OD plan by my senior HR manager. I believe I can handle the content with guidance on the headings. Please provide me with direction, and I will repost the document in a doc format so that you know your input is respected, and you can review and provide further comments.
By the way, I am an L&D officer at a construction firm whose HR department is still in its early stages.
Thank you in advance. I am eagerly looking forward to hearing from you.
Regards, Aung Ko Ko
From Singapore
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Dear Aung Ko Ko,
Congratulations on your new assignment. You have developed a positive attitude towards completing this task successfully and now require guidance to proceed.
Your first step toward developing an OD plan for your company is to initiate discussions with your Senior HR Manager and gather relevant information essential for the OD plan. It is crucial to seek guidance from your Senior Manager as both of you have a deep understanding of your organization. You may need to engage with your higher officials in the presence of your Senior Manager.
Can you expect us to guide you without understanding the insights of your organization? No, you can't. Your plan needs to be proofread by your Senior Manager, followed by necessary modifications.
I recommend that you work collaboratively with your peers and department employees. This collaborative effort is vital for developing interpersonal skills, which ultimately leads to better professional relationship management.
Good luck in all your endeavors.
With profound regards,
From India, Chennai
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Congratulations on your new assignment. You have developed a positive attitude towards completing this task successfully and now require guidance to proceed.
Your first step toward developing an OD plan for your company is to initiate discussions with your Senior HR Manager and gather relevant information essential for the OD plan. It is crucial to seek guidance from your Senior Manager as both of you have a deep understanding of your organization. You may need to engage with your higher officials in the presence of your Senior Manager.
Can you expect us to guide you without understanding the insights of your organization? No, you can't. Your plan needs to be proofread by your Senior Manager, followed by necessary modifications.
I recommend that you work collaboratively with your peers and department employees. This collaborative effort is vital for developing interpersonal skills, which ultimately leads to better professional relationship management.
Good luck in all your endeavors.
With profound regards,
From India, Chennai
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Dear Skhadir,
Long before this gets any reply, I anticipated this kind of logic, and yes, I gotta mention from the very beginning that my assignment was a scrutiny, at least for my senior manager, as to what stuff I'm actually made of. Now that the thread's begun, it'd only be respectful of me to tell everything from A to Z.
I joined as a Health Supervisor to the H&S section HR, with a medical degree and an HR QCF Level 5 diploma in HRM, armed with a top paper prize on HRM, ABE June 2012 exams. Two weeks later, the manager who appointed me left. A Senior manager joined, who is a government retiree with some 30 years of work experience. The thing is: we're going through a major structural reform. He's also proposing a lot of reforms and making an OD plan of his own while demanding me to do one. My safety officer showcased my academic achievements to the BOD, and poof: I became head of L&D with more than double a pay rise before probation's over.
Currently, I'm the lone player in the entire HRD function. There was this HR meeting in which I made the VC nod a lot over developmental moves we could and should make. And now I'm being questioned whether I actually know what I was talking about. This taught me a lesson not to outshine my boss, but walking away from it? No, sir.
I obviously bit off more than I can chew for sure, and now I simply must learn how to chew it in time, with or without help. I just tried to get any help I can muster.
With the warmest of willing respect,
Aung Ko Ko
From Singapore
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Long before this gets any reply, I anticipated this kind of logic, and yes, I gotta mention from the very beginning that my assignment was a scrutiny, at least for my senior manager, as to what stuff I'm actually made of. Now that the thread's begun, it'd only be respectful of me to tell everything from A to Z.
I joined as a Health Supervisor to the H&S section HR, with a medical degree and an HR QCF Level 5 diploma in HRM, armed with a top paper prize on HRM, ABE June 2012 exams. Two weeks later, the manager who appointed me left. A Senior manager joined, who is a government retiree with some 30 years of work experience. The thing is: we're going through a major structural reform. He's also proposing a lot of reforms and making an OD plan of his own while demanding me to do one. My safety officer showcased my academic achievements to the BOD, and poof: I became head of L&D with more than double a pay rise before probation's over.
Currently, I'm the lone player in the entire HRD function. There was this HR meeting in which I made the VC nod a lot over developmental moves we could and should make. And now I'm being questioned whether I actually know what I was talking about. This taught me a lesson not to outshine my boss, but walking away from it? No, sir.
I obviously bit off more than I can chew for sure, and now I simply must learn how to chew it in time, with or without help. I just tried to get any help I can muster.
With the warmest of willing respect,
Aung Ko Ko
From Singapore
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Dear seniors,
This is especially about organizational agility that the HR department can help bring about. I'm thinking about three steps in achieving it:
1. Individual development
2. Management development
3. Organized empowerment of line management
Please help me swim through this murky depths.
Regards,
Aung Ko Ko
From Singapore
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This is especially about organizational agility that the HR department can help bring about. I'm thinking about three steps in achieving it:
1. Individual development
2. Management development
3. Organized empowerment of line management
Please help me swim through this murky depths.
Regards,
Aung Ko Ko
From Singapore
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Dear Aung,
Earlier, there was a discussion on the subject. One Manish Sawankar had prepared the plan and uploaded it on this forum. Later, there were contrary views as well. Click the following link to refer to it: https://www.citehr.com/276333-od-pro...low-chart.html
Please review the inputs from this link and further improve upon them. Once you are done, kindly upload your OD plan as well.
Ok...
Dinesh V Divekar
From India, Bangalore
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Earlier, there was a discussion on the subject. One Manish Sawankar had prepared the plan and uploaded it on this forum. Later, there were contrary views as well. Click the following link to refer to it: https://www.citehr.com/276333-od-pro...low-chart.html
Please review the inputs from this link and further improve upon them. Once you are done, kindly upload your OD plan as well.
Ok...
Dinesh V Divekar
From India, Bangalore
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Dear Aung,
I am sure there will be more qualified experts here to help you with your OD info. I would like to commend you on your positive attitude. Swimming in the 'murky' waters of organizational politics is not for the faint-hearted, and you certainly seem to be made of tougher stuff. Stay true to your convictions and always do what is right. Success will surely follow. I speak from personal experience.
Cheers! Prashant Sharma
From India, Khopoli
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I am sure there will be more qualified experts here to help you with your OD info. I would like to commend you on your positive attitude. Swimming in the 'murky' waters of organizational politics is not for the faint-hearted, and you certainly seem to be made of tougher stuff. Stay true to your convictions and always do what is right. Success will surely follow. I speak from personal experience.
Cheers! Prashant Sharma
From India, Khopoli
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Organization Development is a continuous process. Based on the information shared by you, I am outlining an approach that you could consider. I have also attached reading material.
a. Discovery phase: Determine business challenges impacting revenue or growth and their root cause. For example, accidents, quality issues, attrition, morale.
b. Data Analysis: Identify People issues that may contribute to the problems, such as supervisory skills, attitude to safety, pay/benefit issues, performance recognition.
c. Implementation: Develop solutions to address the problem, get support from senior leaders, and institutionalize the solution through the leaders. Most importantly, seek inputs from your bosses at every stage and let him/her take part credit.
Best Wishes, Chandra
From India
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a. Discovery phase: Determine business challenges impacting revenue or growth and their root cause. For example, accidents, quality issues, attrition, morale.
b. Data Analysis: Identify People issues that may contribute to the problems, such as supervisory skills, attitude to safety, pay/benefit issues, performance recognition.
c. Implementation: Develop solutions to address the problem, get support from senior leaders, and institutionalize the solution through the leaders. Most importantly, seek inputs from your bosses at every stage and let him/her take part credit.
Best Wishes, Chandra
From India
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Hello Aung,
Empowerment and adequate decentralization are essential for organizational agility. Most managements, while expecting agility, are not sure of giving empowerment due to a lack of trust in employees' willingness and ability to be accountable for it.
Clearly, your people development efforts will have to focus on developing a culture of accountability. Normally, this is a tough challenge as all your line managers will have to lead from the front to create an 'experience' of 'reward and consequence'.
So, in effect, the stages you have identified are correct. Just that in your place, I would focus more on leaders' ability to demonstrate and create an experience.
All the best!
Shamik Vora
From India, Mumbai
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Empowerment and adequate decentralization are essential for organizational agility. Most managements, while expecting agility, are not sure of giving empowerment due to a lack of trust in employees' willingness and ability to be accountable for it.
Clearly, your people development efforts will have to focus on developing a culture of accountability. Normally, this is a tough challenge as all your line managers will have to lead from the front to create an 'experience' of 'reward and consequence'.
So, in effect, the stages you have identified are correct. Just that in your place, I would focus more on leaders' ability to demonstrate and create an experience.
All the best!
Shamik Vora
From India, Mumbai
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[QUOTE=chandra50002000;2048113]
Most importantly, seek inputs from your bosses at every stage and let him/her take part credit.
Best Wishes,
Chandra
Dear Chandra,
"Let them take part of the credit"? Are you kidding? Speaking like a doctor, if a life is saved, it doesn't matter who gets the credit! I'd happily let anyone who wants it have it provided I could save my patient and in this case, my organization. And I have one "superweapon" that'll get me all the inputs we're gonna need from our bosses: The golden "What do you think?" question. President Eisenhower used it. Jack Welch used it. Steve Jobs used it. Why won't I?
And thanks for the reading materials. The ppt is as amazingly helpful and compact as it is.
Best regards,
Aung Ko Ko
From Singapore
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Most importantly, seek inputs from your bosses at every stage and let him/her take part credit.
Best Wishes,
Chandra
Dear Chandra,
"Let them take part of the credit"? Are you kidding? Speaking like a doctor, if a life is saved, it doesn't matter who gets the credit! I'd happily let anyone who wants it have it provided I could save my patient and in this case, my organization. And I have one "superweapon" that'll get me all the inputs we're gonna need from our bosses: The golden "What do you think?" question. President Eisenhower used it. Jack Welch used it. Steve Jobs used it. Why won't I?
And thanks for the reading materials. The ppt is as amazingly helpful and compact as it is.
Best regards,
Aung Ko Ko
From Singapore
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