No other resources can replace people contribution in an organization and it is also proven that people are the most complex resource to manage. Your employees are your torch bearers who will carry out the organization’s mission. If hired, trained, and developed well, the human resources of any organization can do wonders and write envisioned success stories for the organization. To keep this resource charged and motivated, organization must have supportive people practices by formulating right policies, job details, performance evaluation systems, rewards-recognition, etc.

Organizations that look for continuous improvements can win over the long run. T&D and OD initiatives in any organization focuses on continuous cycle of improvement whereby strategies are planned, implemented, evaluated, improved and monitored, leading to organizational effectiveness.  When organization observes there’s underperformance in services, goals are not met, disengagement of customers, or not so promising financials, then it is a subtle indication for considering T&D OR OD initiatives.  T&D is primarily focused on developing the employee to handle the short- and long-term goals and increase the productivity whereas the OD brings alignment, enhance communication, and improved interaction between technology, people and environment to handle the change.

There is perpetual development in the way the organizations operate. In this fast-changing business environment, it becomes challenging for internal team to keep themselves equipped with every aspect of their domain to successfully deliver the results. There could be constraints due to status, authority, degree to influence senior management, understanding of solution, or people resistance to change. However, when External consultants are introduced, they bring neutral perspectives, extend deep expertise in the area, help organization to validate alternatives without being influenced, and leverage on an agreement of collaborative approach across levels to address organizations difficulties.

OD interventions are structured programs designed to address organization’s problem and create values for its stakeholders. These interventions could be targeted on individual, group, or organization. However, it is also observed that many of the ill designed and wrongly implemented OD interventions fail to generate the expected outcome. To make sure a OD intervention delivers, organization must conduct detailed study, get leadership buy-in, establish approach alternatives, align objective and solutions, evaluate risk factors, effectively communicate across levels, check for people readiness, and monitors progress at every stage.

The approach that Talent Abundance adopts is customized to every organization while considering every element within and outside of the organization that impacts, effected or witnessed any deviations. The team possess diverse industry experience and holds vast experience in designing and delivering successful solutions to people and business challenges. And we enjoy the sense of contentment when we achieve making positive changes in the performance of people and organization.

Measuring the effectiveness of OD interventions implemented on employees or organization should be considered from a holistic view point. This wouldn’t be right to fix a time-scale for the same, however, something between six months-to-one year can be considered by the organization to look for changes in achievement of strategic objectives, increase in quality and quantity, efficiency of internal systems, cost reductions, desired behaviour demonstration by employees, that is likely to be visible to others and recognize.

Ideally yes, especially when it is related to performance management and development. Assessment centres helps organizations to objectively identify high potential employees who can assume additional roles and responsibilities or can be put through structured developmental paths to prepare for the future roles.

Behavioral event interview coupled with case analysis/psychometrics is the best approach for small size hiring assessments.  For large size organizations where the number of applicants are higher then devising a combination of aptitude test followed by a psychometric/mini assessment centre will help.  The competencies that need to be measured must focus on 70% present and 30% future competencies.

It’s not always that the change is required in the people capability. At times systems, culture, leadership, and the environment might be affecting employee’s rigor towards tasks and commitment to the organization.  To create that belongingness, check whether your employees are in good state with different pull-push factors, that will be, but not limited to vision, leadership, role understanding, relationships at work, skill-competencies, recognitions, etc.  Consider gauging your employee’s perception at least once in a year and do not fail to take corrective measures wherever needed. Your actions builds that trust and confidence among the employees and they sign on unstated agreement to walk alongside you to achieve the organizational vision.

It is recommended that once in every three years, a diagnostic study is conducted in organization covering leadership, management, systems and processes, jobs, people skills, and knowledge, market aspects etc.