PERCON

Gauge the organisational dynamics by conversing with a selected few and visiting the workplace/places. If the need is felt, may administer certain instruments.

Analyse and segregate what forces/situations were supportive to the interventions and what were the challenges.

Set up a body consisting of people, irrespective of levels, who can influence larger sections within the organisation for the convenience of decision making during the process of the interventions.

Convince key people continually through a series of closed-door sessions about the processes and the outcomes by focussing on and appreciating their strengths and overlooking what they inherently do not possess.

Carry out workplace learning consistently, to improve performance with a spotlight on skills, knowledge base and eventually competencies that matter to the organisation.

Thrash out problems by inviting creative ideas to a common discussion platform. Critically, but constructively challenge views in this forum and arrive at a consensus and not a ‘group think’.

Measure a rival’s system or practice according to specified standards in order to compare it with and improve the organisation practices according to its cultural adaptability.

Review work methods based on the benchmarking done, discussions with the apex level cross functional team and understanding the utility, cost effectiveness and adaptability.

Carry out closed-door conversations that require empathy, rapport and ability to hone up the knowledge and skills of the person who is being coached & counselled. Follow up the outcomes consistently..

Carry out closed-door conversations to hone up the knowledge and skills of the persons who have a commonality of needs and with whom empathy, rapport and perception regarding ability have already been established. Follow up the outcomes consistently.

Objectively measure the psychological differences between individuals for personal development, occupational selection and career development as well as for developing more effective teams.

Assertively and candidly conduct closed-door conversations to convey the correct understanding of the results of the tests and discover areas of improvement. Also suggest solutions to overcome the challenges.

Work out a more objective assessment through job simulations, observing people in action, using multiple assessment instruments, having multiple observers who would rigorously discuss the observations and eventually accomplish a competency based evaluation.

Design the management accountability structure based on a review of competencies and identifying the organisational and functional key result areas in every job to clarify the key roles and reporting lines.

Examine and inspect the reviewed work methods and practices introduced in the organisation to find out if there was implementation and if not what have been the reasons identified.

Check out the reasons and do a root cause analysis for where things have posed as a challenge to implementation. Why was it overlooked in the first place and what measures could be taken to overcome? Or is it a misfit or too premature in the organisation in question?

Depending on the findings of the gap analyses, tools mentioned may have to be readministered and repeated till a fine-tuned and chiselled practice is established.