Organization - OD Intervention for an IT Multinational

Situation

The client organization is an IT multinational who has been in operation for the past 14 years. While headquartered in US, they have a centre in India with about 1200 people. The organization did not have a clear career growth path for their people and was very hierarchical in nature. Too many initiatives were rolled out without completion and hence people were not enthused about any more initiatives. There were no behavioral training interventions done. In addition as part of their cost control measures, they had to let go of few people. As a result the morale of the team was very low and energy was down. Even the leadership team was having a negative vibe. This was the time when Success Enablers was engaged to do Organization Development (OD) intervention from 2017 September – 2019 March.

Action Taken

Success Enablers (SE) worked on first building rapport with the teams through focus group discussions; skip level meetings and one-to-one discussion with the leadership team. This helped in understanding the pulse of the organization and sees where the efforts need to be put in. An Appreciative Inquiry session was done for the leadership team to start thinking in terms of the positives and achievements that they could achieve in the last 6 months in spite of reducing head count. The team realized the changes that happened with respect to productivity improvement and committed to demonstrating behaviours in line with the values of the organization. A similar value workshop was conducted to help the people internalize the values of the organization.

One of the major changes done was defining the career path and restructuring the organization. From 16 levels of hierarchy we had brought it down to 8 and defined clear responsibilities and competency expectation for each. A competency dictionary was put in place and the senior managers were called into a workshop to pick and choose the competency required for various roles. They also defined the proficiency levels. This helped bring a structure to the growth and clarity in terms of expectations. This also helped the Learning & Development team to focus on the right training for the roles. Several behavioural trainings were rolled out for the people. In addition brown bag sessions were conducted to promote knowledge sharing.

Later the professional services team was restructured such that customer units were formed with more empowerment and responsibility. Each unit took care of a set of clients. This allowed the people to focus only on those customers for their units. Hence task allocation and reporting structures were smoothened out. The span of control was also pegged at 7 to 10 to enable managers to spend more time with their team members.

Another exercise was undertaken to identify critical talent and improve employee engagement. A survey was rolled out to people and their managers and results were analysed to see if there was an alignment. In addition the people were categorized as risk or not and managers were asked to come up with risk mitigation strategies.

Result

The client organization is an IT multinational who has been in operation for the past 14 years. While headquartered in US, they have a centre in India with about 1200 people. The organization did not have a clear career growth path for their people and was very hierarchical in nature. Too many initiatives were rolled out without completion and hence people were not enthused about any more initiatives. There were no behavioral training interventions done. In addition as part of their cost control measures, they had to let go of few people. As a result the morale of the team was very low and energy was down. Even the leadership team was having a negative vibe. This was the time when Success Enablers was engaged to do Organization Development (OD) intervention from 2017 September – 2019 March.

Organization – (Work in Progress) OD for Public Relations Agency

Situation

The PR agency has been in existence for past 20 years and they have been operational without a separate HR function. As they are growing they felt the need to have a separate HR function. In addition the 4 branch locations across India was functioning more in silos and hence there was no single way of doing things. Due to various reasons people development and focus took a hit. This
resulted in people not being happy and leaving. CEO was concerned and wanted to bring more focus on people development.

Action Taken

I started visiting the client organization from June 2019 to help them with the core HR functions. I visited twice a week to put certain processes in place. In addition a couple of workshops were conducted to help the leadership team define the purpose of the organization and to set goals. Then I started having weekly meetings with the leaders to go through their business performance and to execute certain Organization Development projects. The first change that the team took as a positive change is leaders from across branches came together for the meeting and discussed the issues openly. Until then it was more a silo approach. A MIS was then put in place to help track the performance. I then suggested them to come up with some development projects where each of the leaders can take ownership of a project. Once it was done I had asked them to co-opt team members such that each project should have people from across branches to help cross branch interaction. One of the project was to focus on competency development where we have started having weekly sessions to their employees across locations (through zoom).
Apart from this I am also working with the core leaders to focus on the business growth and restructuring the organization to align to the goals.
In addition their rewards and recognition, performance management and other processes are being reviewed and redefined.

Result

Work in progress project.