- A three day outbound MDP was planned to encourage teamwork, self discipline, time management and the importance of methods.
- A time bound plan was laid out for the ELC members to evolve the methods of work in different functions and codify them.
- Training sessions to be conducted with the team members by the ELC members were planned. It was ensured that the facilitators for the sessions were across the functions.
- Intermittent and regular audit and brainstorming sessions were planned with the ELC members to watch the progress.
- The Directors specifically decided on their own not to encourage direct access of the junior staff unless absolutely necessitated by circumstances.
This step comprised of the various execution and implementation moves of the plan in STEP 4. The interventions on these lines were carried out for the following eight months.
The functional manuals were tabled with the ALC for its observations and approval. Changes were incorporated accordingly. Audit was carried out to observe the conformance of the methods.
An Assessment Centre Process (comprising of simulations, psychometrics, interviews and observations from previous performance records) was instituted so as to understand the competences and the changes that have come about therein.
A report, recommending the changes with regard to responsibilities and accountabilities, was then prepared with the involvement of the ALC. Discussions between the members of the ALC and those of the ELC were facilitated for the implementation programme of the reviewed responsibilities and empowerment.
With the renewed organogram in place and based on the Assessment Centre Report the HR department was asked to initiate competency mapping for future, after the team was trained on the concept.
The ALC and ELC brainstormed and evolved the ‘dictionary of competences’ relevant to the organisation.
The proficiency profiling was evolved through the job descriptions laid out and the matrix evolved for the level of competences in each job/function.