Alright..............pls. stop advertising for your consultancy..........atleast not on my post..........
From India, Mumbai
6From India, Mumbai
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 first hand... 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
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 first hand... 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
Greetings,
I had missed out 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’. 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 employee's 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 centre in a new location without the 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 centre. 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 centre. The responsibilities typically included the Operations, HR, Finance and infrastructure. A new batch of employees who were supposed to work in the centre 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 centre, but the work flow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the centre 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 a 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 centre would be small, no one saw a growth path there. They could not relate with the succession planning we had. We took repeated town halls and focus group meeting to clear this doubt. The main take-away was the learning, i.e. ‘scratch-to-finish’ in a new environment.
We asked employees who had taken similar responsibilities in other centres 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 ‘favouritism’ 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
I had missed out 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’. 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 employee's 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 centre in a new location without the 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 centre. 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 centre. The responsibilities typically included the Operations, HR, Finance and infrastructure. A new batch of employees who were supposed to work in the centre 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 centre, but the work flow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the centre 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 a 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 centre would be small, no one saw a growth path there. They could not relate with the succession planning we had. We took repeated town halls and focus group meeting to clear this doubt. The main take-away was the learning, i.e. ‘scratch-to-finish’ in a new environment.
We asked employees who had taken similar responsibilities in other centres 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 ‘favouritism’ 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
(Cite Contribution),
Thats a great example.
The simple business principle: Nothing Succeeds Like Success is universally applicable! And 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
Thats a great example.
The simple business principle: Nothing Succeeds Like Success is universally applicable! And 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
Well, I also have a link to the article now, Consulting Connoisseurs: Downloads <link updated to site home> ( Search On Cite | Search On Google )
Check the link on the innovative approach to project management.
Sorry for the delay friends. Was busy for the past 3 weeks. But I hope this will throw some light on what I was talking about.
From United States, Daphne
Check the link on the innovative approach to project management.
Sorry for the delay friends. Was busy for the past 3 weeks. But I hope this will throw some light on what I was talking about.
From United States, Daphne
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 through the course of the project, but the project was a huge success.
From United States, Daphne
We tested this in a large project in the US. There were a few changes in the leadership through the course of the project, but the project was a huge success.
From United States, Daphne
Dear Senthil
It is a very good thought process, though most of us think on similar lines, but there can be creativity in each of every activity.
The the most challenging task is to change the mindset of every one including the head, unless the management does not support the activity, it will be difficult for us to drive the same.
We need to involve employees in the beginning of the activity and take suggestion from them only, they will come with the same ideas which you have planned out, let them get the satisfaction the idea is there original, at-least you will get support for the same.
We had done 360Degree feedback system, which we were able to generate some old ideas with some innovation, made a action plan and took every ones opinion, before starting with the first engagement program. Executing it is the crux of success.
Regards
Abhijit Sanyal
9825738853
From India, Mumbai
It is a very good thought process, though most of us think on similar lines, but there can be creativity in each of every activity.
The the most challenging task is to change the mindset of every one including the head, unless the management does not support the activity, it will be difficult for us to drive the same.
We need to involve employees in the beginning of the activity and take suggestion from them only, they will come with the same ideas which you have planned out, let them get the satisfaction the idea is there original, at-least you will get support for the same.
We had done 360Degree feedback system, which we were able to generate some old ideas with some innovation, made a action plan and took every ones opinion, before starting with the first engagement program. Executing it is the crux of success.
Regards
Abhijit Sanyal
9825738853
From India, Mumbai
Hii..
I m doing my project on employee engagement under 5c frame work.. can anyone help me about explaining the 5c frame work or with any related research articles...
so that i can easily understand and proceed with the research..
From India, Chennai
I m doing my project on employee engagement under 5c frame work.. can anyone help me about explaining the 5c frame work or with any related research articles...
so that i can easily understand and proceed with the research..
From India, Chennai
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Employee-engage ment.prn_190.pd f
Employee Engagement Study.doc
Employee engagement.ppt