The group reflected on and discussed any concerns, risks and questions they had as individuals, shared them in small groups and then we came back to debrief them together as a whole group. Later in the day we came back to the list, and voted on the areas which needed most focus. From there small teams gathered to develop project charters in the key areas:
1. COMMUNICATION and COLLABORATION w/ HRS SEATTLE
2. PERFORMANCE MANAGEMENT and DEVELOPMENT
3. CULTURE BUILDING
4. EMPOWERED DECISION MAKING
5. PROCESS MEASURES - DEFINING SUCCESS
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1. COMMUNICATION and COLLABORATION w/ HRS SEATTLE
Problem Statement: The communication between the HRS India and HRS Seattle team and within HRS India team is not transparent.
- No visibility of Organization wide initiatives
- No clear agreements
- Frequency of communication
- Articulation of business impact on any changes
- Process Changes not communicated
- Judgmental/Perception Driven
- Misinterpretation
- Effectiveness of Communication
Goal: Develop a Communication Framework and toolkit for HRS India by June 2015.
Business Benefits
- Engaged Work force
- Better Stakeholder Management
- Improve Employee Satisfaction
- Improved Process Performance
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2. PERFORMANCE MANAGEMENT and DEVLEOPMENT
Problem Statement: Unclear performance objectives wherein cycle time, quality, customer experience and compliance to SOP’s don’t characterize performance leading to lack of commitment and mobilization issues
Goal: To drive commitment to the job with objective measurement, To improve pulse survey results through employee engagement and career development initiatives.
Action Plan
- 2015 Goal deployment
- Completion of service level agreements for each process
- IDP – To track progress of goals periodically
- Deployment of AES and R&R programs
- Process goal deployment and individual discussion on process gaps
- India work team meetings sharing individual ranking and build career development plan
- Span of control for people management
- Building effective communication and tracking plan
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3. CULTURE BUILDING
Problem Statement: The team’s perception is that we lack trust and transparency leading to fear of being judgmental which is impacting the overall performance.
Goal: To achieve employee satisfaction by building trust and transparency through constant communication and employee engagement
Action Plan
- Regular Connects (LT’s, HR and Leads)
- Regular communication of opportunities and success stories (Forum, pulse survey, team meetings)
- Periodic performance feedback based on SWOT analysis
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4. EMPOWERED DECISION MAKING
Problem Statement: The team lacks authority and power to make decisions
Goal: Enable transparent communication authority to take right decisions.
Action Plan
- Involve all the leaders in all stages of communication/decision making
- Enable the team to choose projects/processes based on skill sets and interests
- Clear documentation/statistics to support decision and communication between leaders and team
- Define the levels of approvals
- Define roles and score for the team
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5. PROCESS MEASURES - DEFINING SUCCESS
Problem Statement: HRS India team does not have a robust measurement system, performance management and review mechanism.
- Process Performance Measures not defined
- No Tracking of Process Performance
- No Review of Processes against the goals & objectives
- No feedback on process performance
Goal: Develop a SLA Framework and Process Performance Review Mechanism for HRS India by May 31st 2015.
Business Benefits
- Measurable processes
- Improved Process Performance
Mechanism
- SLA Framework
- Internal MBR by Nayak
- India Operations Review by Lloyd
