CODA Project- Manisha Arora

Project-Certified Organizational Development Analyst

“An organization’s ability to learn and put that learning into action is the only way to achieve competitive success”

Submitted by Manisha Arora7/30/2016

PROJECT SUBMISSION FORM

Your Exact Name (This will be printed on your certificate): MANISHA ARORA

Name of the program: CERTIFIED ORGANIZATIONAL DEVELOPMENT ANALYST

Date of attendance (will be printed on your certificate): 14TH -15TH MAY, 2016

Date of Submission: 30TH JULY / 2016

IF you a participant from WHRB/CAMI/Inhouse - Your Batch location and year : NOT APPLICABLE

Valid Email ID: [email protected]

POSTAL ADDRESS YOU WANT THE CERTIFICATE TO BE DISPATCHED AT:

Evaluation & Grades

Item Maximum Marks

Marks Scored

Analysis of organization using strategic tool 25Analysis using organizational excellence models 35PCMM audit 25Comprehensiveness of report and analysis 10Project summary 5TOTAL 100

Name: Manisha AroraStreet Address 1: B-198, West Patel NagarStreet Address 2: NILCity: New DelhiState/Province: New DelhiPost/Zip Code: 110008Country: IndiaWorking Mobile No: 9999908910Working land phone No: 91-124-4555961

TABLE OF CONTENTS

S.No Particulars Page No

1. Declaration 4

2 Acknowledgements 5

3. Project Outline & Organization Background 7

4. Analysis using Organizational Excellence Models- Tool selected- 6 Box Model 9

5. Analysis of Organization using strategic tool-- Tool selected- Value Discipline 16

6. HR audit using PCMM 19

7 Project summary 34

DECLARATION

I do, hereby declare that the project submitted with Middle Earth, is completely original and authentic work conducted by me for duration of approximately 2 months post attending the 2 days workshop on Certified Organization Development Analyst (CODA) on 14 th -15th May, 2016. The organization, Universal Workplace Solutions (UWS), selected for conducting the various OD diagnosis and interventions as required by the project is a fictitious one and do not exist in the real world. However the efforts have been put to match the real world scenario as closely as possible.

I also declare that, all the contents incorporated in this project have not been submitted in any form for award of any degree or diploma of any other institution or university.

Manisha Arora

Participant, CODA Workshop,

Date of Program- 14th -15th May, 2016.

ACKNOWLEDGEMENT

I would like to extend my sincere thanks to the faculty Mr. Shuvam Das for his brilliant knowledge sharing sessions. The 2 days were falling short when it comes to the depth of knowledge he offered the participants to explore.

I would also like to extend over whelming gratitude to my mentor Mr. Surya Vrat Singh Rana for his brilliant mentoring skills. The amount of time, his guidance all through these days and the knowledge rich resources he shared are truly appreciated. This project would not have been successfully completed without his constant support and direction.

Last but not the least I would like to thanks the team of Middle Earth for arranging this knowledge rich workshop, conducting it brilliantly through 2 days and concluding the knowledge so well through the live project work that not only reinforce all the classroom learning but also helped the participants to relate the concepts in the live professional work environment.

Thanks & Best Regards

Manisha Arora

Participant, CODA Workshop

Date of Program- 14th -15th May, 2016.

Project Outline & Organization Background

The project is undertaken, with a Non Existing (imaginary) organization- Universal Workplace Solutions (UWS). Universal Workplace Solutions, formed in 1991, is into Integrated Facilities Management with its business spread across PAN India. It has its registered office in New Delhi. From last 25 years, UWS is consistently increasing the productivity of their customer’s real estate portfolio so that the people ad business can reach their full potential.

Universal Workplace Solutions delivers services for all property types through their dedicated on-site teams with experienced management team in the background. Their whole spectrum of services ranges from technical equipment maintenance of Heating Ventilation Air Conditioning (HVAC) , Electrical, Lifts, Plumbing, Energy & extends to support services Janitorial, Cleaning, Landscaping, Security, Reception, Mail, Catering, Transport & Concierge management.

Vision of Universal Workplace SolutionsTo be the world's most preferred facility management company, providing creative and innovative solutions on a consistent basis and adding value to our customer’s business.

Mission of Universal Workplace Solutions To mobilize our knowledge, resources and talent throughout the world and enable our clients to make the most viable real estate decisions.

Values of Universal Workplace Solutions

IntegrityWe act with honesty, fairness, respect and safety, furthering a culture of unquestioned integrity. This

strengthens relationships across businesses and functions.

InnovationWe believe there is always a better way. We encourage change and seek the opportunities it brings.

Customer SatisfactionOur future depends on us serving as customer advocates and increasing our customers’ success. We are proactive, hard-driving and easy to work with. We offer expert knowledge and practical solutions. We deliver on our promises.

SustainabilityThrough our products, services, operations and community involvement, we promote the efficient use of resources to benefit all people and our planet. The environment and sustainability are key elements of our business proposition.

Employee EngagementAs we grow, so will our people. We foster a culture that promotes excellent performance, teamwork, inclusion, leadership and growth. Our employee and leader diversity will mirror our global markets and population.

The Organization Structure & Employee Strength- The organization consists of the following departments:-

Operations Department Human Resource Department Supply Chain Management Department Business Development Finance Department Information Technology Department Projects Department Transition Department

The organization structure :Approximately 300 employees are on the payrolls of the company and 500 employees are outsourced manpower that includes the blue collar employees like HVAC technicians, Security staff, House Keeping team & Cafeteria Services team etc.

Requirement for Organisation Development interventions:

Universal Workplace Solutions has established itself as a successful organization for last 25 years. With their presence across India, they have achieved revenue of 115 Crores in FY-15. In the era of globalization, the organisation now wants to establish itself as a Global player by FY 2020. This will certainly require scaling up of the business operations, additional deployment of manpower & resources in a planned manner. Bringing the Organization Development techniques & practices will play a key role both externally and internally as in terms of external environment, it will aim at improving the ability of the organization to respond or to adapt to changes effectively, especially the global environment and with respect to strengthening internal environment it will lead to increasing capabilities of the employees improving human resources and communication system. As People are the core to any business, Organisation Development practices will also contribute to enhance the individual skills, knowledge and effectiveness of UWS in terms of all its short term goals and long term vision. The organisation is ensuring that organizational development is not to be regarded as one time activity but an ongoing process towards the total organizational system.

Section 3: Analysis of Universal Workplace Solutions using “The Marvin Weisbord Six-Box Model”

The rationale for using the Tool:-

As the organisation has business expansion plans in the next by FY-2020, the management is keen to understand “the voice of their people”. It also wants to look into the organizational structure and design and understand the scope of improvisations. The questionnaire, circulated amongst the team members ,is based on Marvin Weisbord Six-Box Model that gives attention to certain issues such as planning, incentives and rewards, the role of support functions such as personnel, internal competitions among organizational units, standards for remuneration, partnerships, hierarchies and the delegation of authority, organizational control, accountability and performance assessment. The six-box model comprises of the following components (boxes) :-

Purposes: What 'businesses' are we in? Structure: How do we divide up the work? Relationships: How do we manage conflict (coordinate) among people? With our

technologies? Rewards: Is there an incentive for doing all that needs doing? Leadership: Is someone keeping the boxes in balance? Helpful mechanisms: Have we adequate coordinating technologies?

Methodology Adopted:-

The following questionnaire is circulated amongst appx 225 employees of UWS. The questionnaire, inputs received, the interpretation of results and recommendations are as follow:-

ORGANIZATIONAL DIAGNOSIS QUESTIONNAIRE

To ensure maximum transparency and honesty from the team, the survey forms were kept anonymous. The survey has 35 questions. The answers should be marked on the scale of 1 to 7, where 1- Agree strongly, 2= Agree, 3= Agree Slightly, 4=Neutral, 5=Disagree Slightly, 6= Disagree and 7=Disagree Strongly.

S.No. Questions 1 2 3 4 5 6 71 The goals of the organisation are clearly stated.2 The division of labor of this organisation is flexible.3 My immediate supervisor is supportive of my efforts.4 My relationship with my supervisor is a harmonious one.5 My job offers me the opportunity to grow as a person.6 My immediate supervisor has ideas that are helpful to me

and my work group.7 This organisation is not resistant to change.8 I am personally in agreement with the stated goals of my

work unit.9 The division of labor of this organisation is conducive to

reaching its goals.10 The leadership norms of this organisation helps in its

progress.11 I can always talk with someone at work if I have a work

related problem.12 The pay scale and benefits of this organisation treat each

employee equitably.13 I have information that I need to do a good job.14 This organization is not introducing enough new policies

and procedures15 I understand the purpose of this organization.16 The manner in which work works are divided is a logical

one.17 This organization’s leadership efforts result in the

organization’s fulfillment of its purpose.18 My relationship with members of my work group are

friendly as well as professional.19 The opportunity for promotion exists in this organisation.20 The organization has adequate mechanisms for binding

itself together.21 The organisation favors change. 22 The priorities of this organisation are understood by its

employees.23 The structure of my work unit is well designed24 It is clear to me when ever my boss is attempting to guide

my work efforts25 I have established the relationships that I need to do my

job properly.26 The salary that I receive is commensurate with the job

that I perform.27 Other work units are helpful to my work unit whenever

assistance is requested.28 Occasionally I like to change things about my job.

29 I desire less inputs in deciding my work unit goals.30 The division of labor of this organisation helps its efforts

to reach its goals.31 I understand my boss’s efforts to influence me and the

other members of the work unit.32 There is no evidence of unresolved conflict in this

organisation.33 All tasks to be accomplished are associated with the

incentives.34 This organization’s planning and control efforts are

helpful to its growth and development. 35 This organization has ability to change.

Scores from the Team:-

On the next page…..

1 2 3 4 5 6 7

1 The goals of the organisation are clearlystated. Purpose 50 60 42 43 5 13 12 23.39

2 The division of labor of this organisationis flexible. Structure 25 22 20 18 50 50 40 36.82

3 My immediate supervisor is supportiveof my efforts. Leadership 25 22 20 18 50 50 40 36.82

4 My relationship with my supervisor is aharmonious one. Relationships 11 22 25 30 74 24 39 37.04

5 My job offers me the opportunity to growas a person. Rewards 51 49 28 55 14 12 16 25.25

6 My immediate supervisor has ideas thatare helpful to me and my work group. Helpful Mechanisms 53 61 51 17 10 25 8 23.29

7 This organisation is not resistant tochange.

Attitude towards change 27 31 15 20 48 54 30 35.29

8 I am personally in agreement with thestated goals of my work unit. Purpose 45 55 51 35 19 11 9 24.00

9 The division of labor of this organisationis conducive to reaching its goals. Structure 21 31 15 16 48 54 40 37.00

10 The leadership norms of thisorganisation helps in its progress. Leadership 15 11 17 15 45 90 32 40.61

11 I can always talk with someone at workif I have a work related problem. Relationships 25 22 20 18 50 40 50 37.18

12The pay scale and benefits of thisorganisation treat each employeeequitably.

Rewards 71 58 15 19 19 22 21 24.36

13 I have information that I need to do agood job. Helpful Mechanisms 59 61 53 10 17 20 5 22.14

14 This organization is not introducingenough new policies and procedures


15 I understand the purpose of thisorganization. Purpose 59 61 53 10 17 20 5 22.14

16 The manner in which work works aredivided is a logical one. Structure 18 7 10 47 65 67 11 37.64

17This organization’s leadership effortsresult in the organization’s fulfillment ofits purpose.

Leadership 11 9 15 15 90 45 40 40.50

18My relationship with members of mywork group are friendly as well asprofessional.

Relationships 53 61 51 17 10 25 8 23.29

19 The opportunity for promotion exists inthis organisation. Rewards 98 26 32 18 16 19 16 22.29

20 The organization has adequatemechanisms for binding itself together. Helpful Mechanisms 51 55 45 35 20 10 9 23.54

21 The organisation favors change. Attitude towards change 35 28 32 33 32 33 32 32.18

22 The priorities of this organisation areunderstood by its employees. Purpose 71 58 15 19 19 22 21 24.36

23 The structure of my work unit is welldesigned Structure 17 18 19 32 80 27 32 36.57

24 It is clear to me when ever my boss isattempting to guide my work efforts Leadership 31 27 20 15 54 48 30 34.75

25 I have established the relationships thatI need to do my job properly. Relationships 25 16 26 21 26 65 46 37.89

26The salary that I receive iscommensurate with the job that Iperform.

Rewards 45 55 51 35 19 11 9 24.00

27 Other work units are helpful to my workunit whenever assistance is requested. Helpful Mechanisms 50 60 42 43 5 13 12 23.39

28 Occasionally I like to change thingsabout my job.


29 I desire less inputs in deciding my workunit goals. Purpose 53 61 51 17 10 25 8 23.29

30 The division of labor of this organisationhelps its efforts to reach its goals. Structure 25 22 20 18 50 40 50 37.18

31I understand my boss’s efforts toinfluence me and the other members ofthe work unit.

Leadership 17 18 19 32 27 80 32 38.46

32 There is no evidence of unresolvedconflict in this organisation. Relationships 27 31 15 20 30 54 48 36.57

33 All tasks to be accomplished areassociated with the incentives. Rewards 50 60 42 43 5 13 12 23.39

34This organization’s planning and controlefforts are helpful to its growth anddevelopment.

Helpful Mechanisms 55 45 51 35 19 11 9 23.64

35 This organization has ability to change. Attitude towards change 15 11 17 15 45 90 32 40.61

Weighted Average

Responses from the team S.No. Questions Areas

Scoring Sheet:-

Purpose Structure Leadership RelationshipQuest

NoScore Quest No Score Quest No Score Quest No Score

1 23.39 2 36.82 3 36.82 4 37.048 24.00 9 37.00 10 40.61 11 37.1815 22.14 16 37.64 17 40.50 18 23.2922 24.36 23 36.57 24 34.75 25 37.8929 23.29 30 37.18 31 38.46 32 36.57

TOTAL 117.12 TOTAL 185.21 TOTAL 191.14 TOTAL 172.00AVERAGE 23.4 AVERAGE 37.0 AVERAGE 38.2 AVERAGE 34.4

Rewards Helpful Mechanism Attitude Towards Change

QuestNo

Score Quest No Score Quest No Score

5 25.25 6 23.29 7 35.2912 24.36 13 22.14 14 38.4619 22.29 20 23.54 21 32.1826 24.00 27 23.39 28 32.1833 23.39 34 23.64 35 40.61

TOTAL 119.28

TOTAL 116 TOTAL 178.7

AVERAGE 23.9 AVERAGE 23.2 AVERAGE 35.7

Interpretation & Diagnosis sheet: This questionnaire is a strong instrument to collect data on organisation functioning. It measures the perceptions of employees, working at Universal Workplace Solutions to determine areas of immediate intervention that will lead to overall organization development.

For the purpose of this diagnosis, total 225 employees have been chosen to take up the questionnaire. These employees represent various departments like- Operations, Human Resource Department, Supply Chain Management Department, Business Development, Finance Department, Information Technology Department, Projects Department and Transition Department. The employees are at junior and middle levels. The respective scores that they have given in each area are mentioned as above. On a scale of 1 to 7, 1 represents optimum functioning and 7 represents the severe problem area. 4 is the neutral point. Post scoring, the weights are attached against total score for calculating the weighted average. The interpretation and diagnosis of the scores is as follow:-

Purpose:1 Short & Long team goals of the organisation seem to be clearly defined and communicated to the employees.2. Team has clarity on what is expected out of them as individual contributor and also as team members3. Team understands and aligns well to the Vision, Mission & Core Values of UWS. 4. Mission 2020 seem to be well adopted by each and every individual at UWS.

Structure:

1. Based on the questionnaire analysis, the team appears to be not very satisfied with the division of work.

2. Some employees especially at lower level are overburdened with work and have to stretch themselves beyond official timing.

3. Also due to short staff, people have been given add on work which is beyond their expertise and experience. Staff, especially at the client site has to spend additional hours in doing the maintenance and deep clearing activities that can’t be done during the employees at client sites.

4. Most of the employees at client site are doing double shift work due to shortage of manpower. 5. This appears to be a more severe condition in a longer run as employees lose their productivity

and specialization in case they are given too many responsibilities beyond their capacities.

Leadership:1. Team also seems to be dissatisfied with the leadership at UWS as they feel leaders are not able

to understand the core issues at client site. There is a tremendous amount of pressure from the client and leadership also seems to be insensitive about that.

2. The leaders are not able to motivate their team members. Though organisation has a good reward system and sound appraisal system, still team feels good leadership qualities to be missing in the leadership team.

3. Most of the appreciations and rewards are left for HR & organisation policies to manage. Spot awards by the individual leaders seem to be missing at UWS.

4. The leadership team is centrally located in North India is not able to connect with South and West team where the major strength of employees rests. This leads to non regular communication and updates between the team and leadership.

Relationships:1. The leaders are not able to manage the inter & intra departmental conflicts leading to week team

bonding2. Employees feel hesitant in sharing their concerns and problems either personal or professional

with their managers.

Rewards:-1. UWS has a sound reward system in place which is quite evident through questionnaire analysis

as well wherein team has shared their high satisfaction with the reward system. 2. Team is also satisfied with the salary structure & their career progress.3. HR has an active role here as team finds their roles progressing and encouraging.

Helpful Mechanisms:-1. The organisation has adequate mechanisms to ensure employees can work in a smooth

manner.2. Though leadership lacks team building skills but organisation seems to have strong systems in

place to ensure sound inter team relations. 3. There are enough growth & developments for the team members. Learning & Development

opportunities seem to play a strong role here.

Attitude towards change:-1. Team is quite receptive & adaptive to new changes in the system; rather they are looking

forward for improvisations especially at senior level. 2. The organisation is prepared to bring certain improvisations in the policies and procedures. 3. Majorly employees are flexible to change their current profile and roles.

Conclusion:-The Six boxes model, is designed by Marvin Weisbord as a diagnostics tool of organizational effectiveness. The six key areas, identified by him highlight the core foundations stones of any successful organisation- 'things that must go right'. The result of the diagnosis is a prioritized list

of ready to be implemented interventions that can drive a change process. In case of Universal Workplace Solutions, the organisation seems to be transparent and consistent with their defining purpose of the organisation, support mechanism and their reward system. However there are certain grey areas like- Leadership, maintaining team congeniality, clarity and balance in role and responsibility where the organisation has enormous scope of improvisations. An immediate and sincere intervention will surely align with the growth strategy of the organisation.

Section 2 : Analysis of any organization using a Strategic tool: Value Discipline

The organization Universal Workplace Solutions (UWS) drives continuous improvement by harnessing their experience and expertise to bring new ideas and market intelligence on the table. Because they customize their portfolio & service model to suit customer’s needs, they enable themselves to respond to changing business requirements and give their customer a confidence in achieving the desired outcomes by backing their ability to deliver results. From its inception in 1995, UWS, has been a Customer intimacy organization. Customer intimacy, means segmenting and targeting markets precisely and then tailoring offerings to match exactly the demands of those niches. The leaders have aligned their entire operating model, i.e the company’s culture, business processes, management systems, and computer platforms—to serve one value discipline i.e. Customer intimacy. Organizations that excel in customer intimacy combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need, from customizing a product to fulfilling special requests. As a consequence, these companies engender tremendous customer loyalty. Facility Management being customer driven industry, customer intimacy is built around the idea of putting the customer at the center of everything. Since UWS’s major staff is based at client site, it helps in narrowing what customer wants and serving customers better, which in turn boosts business reputation and brings increasing returns. Their prime focus is to tailor and customize its services to fit the increasingly requirements of the customers. They seek a deep understanding of their customers’ business in order to tailor offering to meet customer’s specific needs. This has led to a “virtuous circle”, where one good thing leads to another. Along with expanding its operations globally, UWS also wants to diversify into Projects business. Focus on Customer Intimacy will lead to increase the size of wallet by pulling the projects business from its Facility Management clients.

Following value discipline of Customer Intimacy can be expensive, as organisation needs to invest in the solutions that fit the customers the most, they also have to spend a lot to build customer loyalty in the long term. The organisation typically looks at the customer’s lifetime value to the company, not the value of any single transaction. This is why employees of UWS do almost anything—with little regard for initial cost—to make sure that each customer (whether client organisation or even an individual client at site)gets exactly what he or she really wants. Many a time’s solution goes beyond the agreed scope of work leading to incurring expenses in certain areas which client never pays back. This leads to funds leakage into non client funded activities. Moreover many a times, UWS has to be dependent on the low margins due to high 3 rd party manpower. In order to increase the margins, UWS now wants to proceed in switching to another Value discipline known as Operational Excellence, while keeping a strong emphasis on Customer Intimacy as well. Operational excellence, means providing customers with services at competitive prices and delivered with minimal difficulty or inconvenience. This will impact UWS’s business in two big ways: one, it will significantly reduce their costs by eliminating waste and driving productivity, and two, at the same time, it will increase the reliability of their assets, and the quality and the speed of their service delivery. As soon as the technical team will be on the rolls of UWS, the margins will shoot up and also UWS will have a chance to utilize and train the team at their terms and conditions.

Some of the steps that UWS is planning to take, moving towards Operational Excellence:

Scope Identification Management: Identifying if the work request is in scope or out of scope is critical. In order to identify if work is in scope or out of scope, accounts should follow the Scope Management Process. As part of the Scope Management Process, there is a scope decision tree at the beginning of the process that uses a set of decision points to determine whether a service request is in-scope or not.

Out of Scope services : These are defined as services that are performed or managed by UWS but not included in the Contract/Statement of Work (SOW). The Scope Management Process applies to

all out of scope requests, with the exception of emergencies. In the case of an emergency out of scope work request, the account should execute the work then notify the Client within 24 hours or other timeframe as may be dictated by the contract. The authorization matrix from UWS will be more stringent to keep a check on the expenses incurred at sites but not reimbursed by the client.

Scope Matrix Tool: Scope of services must be documented in the Scope Matrix Tool to summarize information that is usually in several different documents. This enables the site leadership team to effectively identify what services are in and out of scope for their Client. It also serves as a good communication tool with the Client to align understanding and clarify scope expectations. Therefore, it should be periodically reviewed with the client for accuracy and updated as necessary. Client will reimburse UWS for the incremental costs incurred above the threshold (excess costs). Thus, it is important that the account tracks the volume of these services so that the excess costs can be charged outside the fixed price service contract.

Maintenance Asset Life Management The condition of the client’s assets can have a significant impact on an account’s maintenance costs. If assets are not properly maintained or are at the end of their useful life, the cost to maintain such assets can increase substantially. This cost due to improper maintenance or maintaining an asset at the end of its life presents cost control challenges to UWS

Warranty Process addresses the fact that UWS is incurring additional cost of repair and maintenance of assets once the warranty period ends. These costs within warranty would have been borne by the manufacturer. From a scope management perspective, the UWS has the responsibility of monitoring the condition of the assets in scope. This information must be reviewed with the client (at least annually) in order to facilitate the decision process regarding replacement or recapitalization of assets. This will provide enough time to the client to plan for major replacements and also create a provision for repair works that involves huge investments.

Self Performing of House Keeping & Technical Services:UWS has engaged with multiple vendors for their manpower requirements of certain services like- Housekeeping, Cafeteria services, Security Services and Maintenance services. This leads to low share in the margins as due to shortage in supply and excessive demand, the trained team is difficult to appoint and retain. A good alternative is to bring these services on the rolls of UWS where we have choice of selecting the manpower and also UWS can provide enough training to the new recruits to align them with the high service standards of the customers along with principles of Operational Excellence as well. It will be advisable to bring the manpower from organizations who have already been practicing lean structures and have established standards for cost saving and optimum utilization of manpower.

It will also be recommended for UWS to bring in leadership expertise from an organisation with similar model so that the new recruits and existing systems can be well aligned to new value discipline UWS is heading to.

In Marvin R. Weisbord’s Six-Box Model, six categories are used to perform an organizational diagnosis: purposes, structure, relationships, rewards, leadership and helpful mechanisms. To perform an organizational diagnosis, it is essential to have a basic understanding of what “diagnosis” means and why it must be done. According to Weisbord, identifying and solving a problem must be done systematically by the same people, because by so doing, they learn from their own situation and then seek improvement. One step in this process is diagnosis. By definition, diagnosis is a way of looking over an organization to determine the “gap” or variance-between what is and what ought to be.3 It implies that data are collected and then conclusions are drawn by assigning meaning, weight, priority and relationships to the facts.4 Thus, based on available data, diagnosing would entail an analysis of what the data mean and determine its impact on what actually ought to be happening. Moreover, the gaps or variances identified are then prioritized in relationship to action plans that, if needed, rectify any variances. Utilizing Weisbord’s Six Box Model can help only if the provider acts upon the diagnosis. Having used the six boxes pattern, the problems of the organization are identified and their quality improved. The components of the six boxes pattern are namely; purpose, structure, relations, rewards, leadership and helpful mechanisms. Organizational purposes are the same missions and perspectives. These purposes must be clear for all the members and they have to abide by them even if they have totally different philosophies in comparison to that of the organization, they have to go along the same stipulated purposes and rules. The structure of an organization is the big picture of its levels of power and formal relations between functional groups of the organization. Structure must offer a true and appropriate picture of the legal power and also must be taken into account as a formal way of facilitating things for getting the purposes of the organization. Relations include individuals, groups, technology and other functional sections which effectively work together. Rewarding systems (official and unofficial) must be analyzed. Data must contain such information to create enough motivation in the individuals. Helpful mechanisms are methods which help the staff coordinate their activities. Examples of such mechanisms are namely; description of

organizational approaches, seminars, notes, reports or positions which are created with the purpose of making appropriate relations between sections of the organization. Managers use human resources, materials and other equipment for helping the purposes of organization come true. They increase cooperation between the staff for the production of a single product. Some of the methods they use for such a purpose are intensive leadership style, focusing on duties and relations, identifying management purposes and problems and being responsive. The efficacy of a manager is the degree of authority his staff feel he has (Binder, 1995). Considering the importance of organizational diagnosis and its role in improving organizational processes, the present study aims to investigate the organizational diagnosis strategies of Isfahan public universities based on Wiesboard six boxes model.

HR Audit using People Capability Maturity Model

Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. An organization’s success in its business markets is determined by its success in the talent market. At the very time that business markets are expanding, talent markets seem to be shrinking. As the knowledge required building products and delivering services increases, the retention of experienced employees becomes critical to improving productivity and time to market. In every domain of business, executives know that their ability to compete is directly related to their ability to attract, develop, motivate, organize, and retain talented people.

The People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. Since an organization cannot implement all of the best workforce practices in one go, the PCMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the organization’s culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, the PCMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization’s business objectives, performance, and changing needs.

The People CMM’s or PCMM’s primary objective is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization’s business activities. Workforce capability indicates an organization’s:-

Readiness for performing its critical business activities Likely results from performing these business activities and Potential for benefiting from investments in process improvement or advanced

technology.

The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance and shaping the workforce the organization needs to accomplish its future business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization’s workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.

Each maturity level provides a layer in the foundation for continuous improvement of the organization’s workforce capability. Achieving each level of the maturity model proceeds towards a different component of workforce capability, resulting in an overall increase in the workforce capability of the organization. Each process area comprises a set of goals that, when satisfied, stabilize an important component of workforce capability. Each process area is described in terms of the practices that contribute to satisfying its goals. The five levels are -

Initial Level Repeatable Level / Predictable Level Defined Level

Managed Level Optimized Level

Part B: Stage-wise analysis of UWS based on PCMM parameters

As Universal Workplace Solutions is heading towards business expansion, it is very pivotal to map where it stands with respect to its workforce capability. People are the core drivers to initiate any growth plan, so conducting PCMM audit is very much required for the business. PCMM audit will also be helpful to identify and bridge the gap areas that are required to proceed towards the next defined maturity level.

PCMM Maturity Level 1 - The Initial Level (Inconsistent Management)

Organizations at initial Level exhibit four characteristics which are mentioned as follow. Universal Workplace Solutions has turned out to be negative for all the following characteristics:-

S.No. Details Remarks1 Inconsistency in performing

practicesThe basic HR practices are in place in UWS. HR

has defined processes for Recruitment, Job Description, defined Roles & Responsibilities and

Performance Management system. Learning & Development Department takes care of gap

analysis on the basis of Performance appraisals’ feedback and discussion with the Functional Leads. Team members at all the levels are engaged and aligned with the Vision, Mission & core Values of

UWS. HR Budgets are allocated for Team Engagement Practices – Annual Employee Survey, Team Outings, External Training programs etc. are However as organisation looks forward for growth,

its test for the 2nd PCMM maturity level for HR practices is very crucial.

2 Displacement of responsibility 3 Ritualistic practices4 An emotionally detached workforce

Level 1, Initital Level, Inconsistent ManagementLevel 2, Repeatable Level, People ManagementLevel 3, Defined Level, Competancy Management Level 4, Managed Level, Capability Management Level 5, Optimized Level, Change Mangement

Universal Workplace Solutions appears to be aligned at all the checks mentioned at initial level of PCMM audit. We will now proceed to test the organisation for Level 2.

PCMM Level 2 – Repeatable/Predictable (Performance Centricity):

As the organisation progresses through initial phase, it overcame the limitations mentioned at Level 1 and evolved with new People Processes. Universal Workplace Solutions is now checked for the defined parameters of PCMM’s Maturity Level 2. Going by the pre-laid Process Areas under the PCMM, the Organisation Analysis has been done as under :

Parameters/Initiatives to be

done

Parameters Applicability for UWS

Remarks/Way forward

Work Environment- The purpose of Work Environment is to establish and maintain physical working conditions and to provide resources that allow individuals and workgroups to perform their tasks efficiently and without unnecessary distractions.Goals Parameters

An environment that supports the performance of business processes is established & maintained The resources needed by the workforce to perform their assignments are made availableDistractions in the work environment are minimized.

Activities to be done

Laws & Regulations Governing the Work Environment are communicated to the workforce

UWS is Compliant

All applicable Labor Laws including- Provident Fund, Gratuity, Minimum Wages, Compensation, Bonus etc. are duly followed. In additional to this, UWS adheres to the Safety standards including those of related to regulatory agencies such as the Occupational Safety and Health Administration (OSHA). The changes in the regulations are updated communicated to the team members.

Violations of laws and regulations governing the work environment are raised to a responsible individual and are handled according to a documented procedure

UWS is Compliant

The Compliance team is very robust in ensuring 100% compliance not only for the on on-roll employees but also for Third party employees, on the payrolls of vendors. Regular audit ensures that compliances are adhered across the organisation. From Safety perspective- Comprehensive Health, Environment, & Safety System (CHESS) form is maintained online to report any accident or any near miss situation. The same is monitored by EHS Lead of the organization.

The resources needed to accomplish a unit’s business process are made available in a timely manner-

UWS is Compliant

Resource and staff support needs are planned and provided on a periodic(e.g., annual) and event-driven (e.g., project initiation) basis. When resources cannot be provided on a timely basis or at all, contingency actions are implemented.

Individual workspaces provide an adequate personal environment for performing assigned work

UWS is Compliant

Adequate work space prescribed as per Factories Act, is made available to the team including : Individual workspaces,

responsibilities Spaces for group work, Public spaces, such as conference rooms and meeting spaces, Specialized workspaces, such as training areas, Support areas for storage, documentation etc. is well in place.

Periodic improvements are made to the work environment that increases effectiveness in performing work.

UWS is Compliant

The work environment is periodically analyzed to identify changes or resources that could improve work performance. Within prudent limits, such as available budget, resources for high priority improvements are made available.

Environmental factors that degrade or endanger the health of workforce are identified and corrected.

UWS is Compliant

Responsible individuals (eg. –EHS Lead & Ergonomics Specialists conduct periodic inspections of the work Environment) maintain awareness of conditions in the work environment that might affect the health or safety of individuals who might be exposed to them. They are responsible to identify and implement reasonable accommodations to protect the health or safety of the workforce and ensure that corrections are being made as and when required.

Physical factors that degrade the effectiveness of the work environment are identified and corrected.

UWS is Compliant

Sources of frequent interruption or distraction that degrade the effectiveness of the work environment are identified and minimized.

UWS is Compliant

EHS manager, maintains an awareness of the physical factors in the work environment that could degrade the performance of those exposed tothese factors. Examples of physical factors that could degrade the effectiveness of the work environment include the following:• Inadequate office or meeting space• Poor lighting• Inadequate heating, ventilation, or cooling• Unpleasant odors• Vibration• Excessive noise• Crowding

Communication- The purpose of Communication is to reinforce the importance of open communication within the organization to establish formal procedures for raising and resolving concerns, to ensure that workgroup time is used most effectively. Goals / Assessment Parameters

1. A social environment that supports task performance and coordination among individuals and groups is established and maintained.

2. Information is shared across levels of the organisation.3. Individuals develop skills to share information and coordinate their activities. 4. Individuals are able to raise grievances and have them addressed by management.

Activities to be done

The people related policies and practices of the organization are communicated to the workforce

UWS is Compliant

Individuals and units are informed of policies and practices that are related to them- These includes:-

Hiring policies Training and

development policies Compensation

strategies Career growth policies Promotion and transfer

procedures Retraining practices Procedures for raising

a concern Performance

management practicesManagement communicates information about organizational events and conditions to the workforce on a periodic and event driven basis

UWS is Compliant

Information about organizational wide events arecommunicated to the workforce on a periodic and event-driven basis. These events may relate to Strategic Meets related with - organizational mission, vision, and strategic objectives. Other meeting may relate to-• Business ethics• The organization’s values• Business plans and objectives• Financial results and conditions• Business performance• Quality, productivity, cost, or time-to-market results• Changes in organizational structure or processes

The communication skills needed to perform task assignments are developed

UWS is Compliant

Examples of training related to facilitating or improving communication orcoordination include the following:• Relevant communication or coordination methods• Facilitating and developing communication skills in others• Development of interpersonal communication skills• Dispute arbitration or resolution techniques• Planning and coordination methods• Meeting facilitation• Addressing concerns, grievances or issues• Planning and executing an organizational communication strategy• How to use different

The interpersonal communication skills necessary to establish and maintain effective working relationships are developed.

UWS is Compliant

communication media effectively

Interpersonal problems or conflicts that degrade the quality or effectiveness of working relationships are handled appropriately

UWS is Compliant

Individuals or groups can raise concerns according to a documentedProcedure. The procedure typically specifies: how a concern may be

raised requirements for tracking

and resolving concerns that have been raised

how responses should be provided regarding a concern

how to conduct and record a meeting, if needed, to discuss possible

resolutions of a concern; follow-on activities after

problem-solving meeting and

how to raise a concern directly with higher management if it cannot be resolved at a lower level.

2. Individuals or groups may raise a concern to any level of management without fear of reprisal..

Individual’s opinions on their working conditions are sought on a periodic and event driven basis

UWS is partially

Compliant

Though Annual Employee Survey is conducted but there is a delay in implementation of Survey action points. Also control mechanism is missing leading to delays in bringing these improvisations in practice.

Individuals or groups can raise grievances according to a documented procedure

UWS is Compliant

As mentioned above.

Management tracks to closure activities related to the resolution of a grievance

UWS is Compliant

1. Responsibilities are assigned for tracking the status of concerns.2. The status of all open concerns is periodically reviewed by management.3. When appropriate progress has not been made in resolving a concern, corrective actions are taken.

Meetings are conducted to make the most effective use of the time to those participating.

UWS is Partially

Compliant

Though guidelines are developed for maximizing meeting efficiency based on

the organization’s culture and business processes but most of the meeting are not concluded well. There is no follow up plan in place. Most of the meeting are concluded without deciding any further course of action

Staffing: The purpose of Staffing is to establish a formal process by which committed work is matched to unit resources and qualified individuals are recruited, selected, and transitioned into assignments.Assessment Parameters

1. The organisation actively recruits for qualified talent2. The most qualified candidate is selected for each position3. Selected candidates are transitioned into their new position4. Members of a unit are involved in its staffing activities.

Initiatives/Activities to be done

Responsible Individuals plan and coordinate the staffing activities of their units in accordance with documented policies and procedures

UWS is Compliant

Staffing activities comply with the business objectives and stated values of the organization and comply with all applicable laws and regulations.

Position openings within a unit are identified and analyzed

UWS is Compliant

Every vacancy is documented and filled as per the allocated budget available. First priority is given to utilize the available resources.

Position openings within the organization are widely communicated

UWS is Compliant

Open positions within a unit are regularly communicated to members of the unit so that they can assist in recruiting qualified candidates. Bounty Scheme exists for referrals.

External recruiting activities are planned and coordinated with unit requirements

UWS is Compliant

Responsibilities for external recruiting activities are coordinated between theunit and the organization, and recruiting activities are planned. Certain sources are- Universities, Technical schools, Advertisements, Professional societies, Professional conferences and Professional recruiters etc.

A selection process and appropriate selection criteria are defined for each open position

UWS is Compliant

Assessment parameters & competencies are defined for each positions and people are hired in alignment to that.

The position is offered to most qualified candidate

UWS is Compliant

All qualified candidates are compared regarding their relative fitness for the open position, and the candidate whose skills and other valid

attributes best fit the open position is selected.

The organization coordinates to attract the selected candidate

UWS is Compliant

The hiring process is designed to respond within sufficient time to attract selected candidates.

The selected candidate is transitioned to new position

UWS is Compliant

Examples of transition activities include the following:• Relocation planning• House-hunting• Setting up a computing environment• Preparing an office and required equipment• Selecting an orientation mentor• Meeting existing members of the unit• Orientation to the job• Orientation to the organization

All appropriate members of a unit are actively involved in its staffing process

UWS is partially

Compliant

Only senior members from each unit participate in the recruitment process along with HR.

Workforce reduction and other outplacement activities are conducted in accordance with the organization policies and procedures

UWS is Compliant

Workforce reduction and outplacement activities are reviewed to ensure that they respect the rights and dignity of each individual and that they are consistent with all applicable laws, regulations, and organizational policies governing staffing and discharge decisions. Individuals to be discharged from a unit are made aware of open positions within the organization, when appropriate.

Performance Management- The purpose of Performance Management is to establish objectives related to committed work against which unit and individual performance can be measured, to discuss performance against these objectives, and to continuously enhance performance.Assessment Parameters

1. Job Performance is measured against criteria and documented. 2. Job Performance is regularly discussed to identify actions that can improve it. 3. Development opportunities are discussed with each individual. 4. Performance problems are managed5. Outstanding performance is recognized.


Objective performance criteria are established for each unit

UWS is Compliant

The organization’s business objectives are available to support setting unit performance objectives.

Experienced individuals having expertise in performance management methods are made available for guidance in these activities.

The unit’s performance criteria are periodically reviewed to determine their appropriateness under changing business or organizational conditions and if necessary revised

UWS is Compliant

Unit performance objectives are periodically reviewed with management or other members of the organization to determine the appropriateness of these objectives to changed business conditions or work commitments

The unit’s performance criteria are allocated appropriately to subunits groups or individuals within the unit

UWS is Compliant

The unit’s performance criteria are based on the unit’s committed work. These performance criteria are established and maintained on a schedule that coincides with the schedule on which work commitments are made for the unit.

Objective performance criteria for each individual are periodically documented for each individual

UWS is Compliant

Online performance management system- Taleo, is followed across the organization. Performance criteria’s are defined, tracked and monitored as per UWS’s policy.

Performance criteria for each individual are periodically reviewed and if necessary revised

UWS is Compliant

Performance objectives of each individual are periodically reviewed with members of the organization to determine the appropriateness of these objectives to changed business conditions

Those responsible for performance management activities maintain ongoing communication about job performance with those whose performance they evaluate

UWS is partially

Compliant

Quarterly review happens and feedback is given by the reporting managers. Though it is not monitored by the HR.

Those responsible for performance management activities maintain an awareness of job performance of the individuals whose performance they evaluate against each individual’s documented performance criteria

UWS is Compliant

Periodic meetings to analyze how the performance of assigned responsibilities could be improved happen between employees and responsible individuals. Periodic meetings to document and discuss accomplishments against performance objectives are organized on quarterly basis.

Potential improvements in process , tools, or resources which could enhance an individual’s performance in his or her current assignment are identified and actions taken to provide them

UWS is Compliant

Ways to improve the performance of committed work are periodicallydiscussed and improvement actions are taken. This includes- Ongoing discussion about work performance between individualsand those responsible for managing their performance, Group discussion of work performance, Problem solving sessions, Recommendations by a mentor, coach, or trainer, Process or work analysis activity, Management or customer reviews or feedback etc.

A consistent method is defined and documented for providing formal feedback on individual or group performance on a periodic or event driven basis

UWS is Compliant

Examples of methods for documenting and discussing performance results include the following:- • Performance appraisals• Peer group evaluations• 360o reviews• Performance panel reviews

Formal feedback on individual and/or group performance is provided on a periodic and event driven basis.

UWS is partially

Compliant

Feedback discussion takes place but not documented/ recorded. Done more on the discretion of reporting managers and not process driven.

If performance problems occur, they are discussed with appropriate individual or group

UWS is partially

Compliant

Personal Improvement Plans are chalked out post employee and manager discussion but these are not monitored very closely.

A documented performance improvement plan is developed for resolving performance problems

UWS is partially

Compliant

Examples of ways to improve the performance of committed workinclude the following:• Training in task-related knowledge and skills• Apprenticing to an experienced individual or group• Mentoring or coaching• Improved coordination with other individuals•Improvements in work environment conditions.

Progress against a documented performance improvement plan is periodically evaluated, discussed, and documented

A development discussion is held with each individual on a periodic basis

UWS is Partially

Compliant

There are no formal development discussion forums. Both at remedial

levels and at succession planning, the system lacks a concrete process.

Recognition and rewards are made on an appropriate basis as events occur that justify special attention

UWS is Compliant

Above & Beyond Policy exists and followed quite strictly. These are performance driven and on the basis of predefined criteria.

Training- The purpose of Training and Development is to ensure that all individuals have the skills required to perform their assignments and are provided relevant development opportunities.Goals/ Assessment Parameters

1. Training in the critical skills required in each unit is provided. 2. Individual receive timely training that is need to perform their assignments. 3. Training Opportunities are made available to all individuals


Critical skills required for performing critical tasks are identified in each unit

UWS is Compliant

Critical skills are those that, if not performed effectively, could jeopardize the successful performance ofthese assigned tasks. Training needs related to these critical skills are identified for each individual. Then, each unit develops a training plan based on the training needs identified for each individual within the unit. Training in critical skills is delivered in a timely manner and is tracked against the unit’s training plan.

The training needs for each unit are identified

UWS is Compliant

Annual Training Needs Survey is conducted unit

wise and individual wise and forms a basis for Training

plan. Each unit develops and maintains a plan for satisfying its training needs

UWS is Compliant

Functional Training are conducted by each unit

separately in addition to the Corporate L&D initiatives

which are centrally driven by L&D Department. The

approach is both at micro & macro/organisation level.

Individuals and/or groups receive the training they need to perform their assigned task

UWS is partially

Compliant

Each individual/unit’s gaps of existing performance and desired performance are identified. • Standard number of days of training that each individual shouldreceive during a chosen time period (usually per year)

• Training is conducted as per the identified requirements.

Relevant training opportunities are identified and made available to support each individual’s development

UWS is partially

Compliant

Certain training are conducted only for the employees on the rolls of UWS and not for contractual staff. Competencies for different roles are defined and competency based training are conducted as and when required for the individuals.

Training is tracked against the unit’s training plan.

UWS is Partially

Compliant

Organization’s wide training are driven by Central L&D team and not by individual departments.

Compensation:- The purpose of Compensation is to provide all individuals with remuneration and benefits based on their contribution and value to the organization.Initiatives & Activities to be done.

A compensation strategy is developed. UWS is Compliant

The compensation strategy, practices, and activities comply with relevant laws, regulations, and organizational policies are in place. Minimum wages Act is duly adhered to.

The compensation strategy is periodically reviewed to determine whether it needs to be revised

UWS is Compliant

Appropriate policy on Compensation is in place and is reviewed annually. Annual salary survey are conducted to ensure that team’s views are mapped and monitored.

Where appropriate, individuals are involved in developing or revising components of the compensation strategy

UWS is Non Compliant

Only HR is involved in C&B revisions.

A compensation plan is prepared on a periodic basis for administering the compensation strategy

UWS is Partially

Compliant

Though periodic review is done, but , no benchmarks are established.

The compensation strategy is communicated to the workforce

UWS is Non Compliant

Dissatisfaction among resources due to Compensation was voiced during Employee Survey. However no corrective actions were taken. Team has less clarity on salary packages.

Each individual’s compensation package is determined through a documented procedure that is consistent with the organizations’ compensation policy, strategy, and plan

UWS is Compliant

Guidelines for using different compensation vehicles and criteria in determining compensation for different positions exists as per defined polices of UWS.

Compensation activities are performed by responsible individuals in accordance with a documented procedure

UWS is Compliant

Decision regarding an individual’s compensation package are communicated to the individual

UWS is non Compliant

This happens in the case of new joinees but during appraisals salaries are revised without any discussion with the team. The salaries of new hires and existing staff are not brought at par

Responsible individuals periodically review compensation package for all those whose compensation they administer, and they take action on discrepancies from the organization’s policy , strategy or plan

UWS is Partially

Compliant

Difference in salaries is observed but no concrete steps are taken to resolve the concerns.

Observations & Way ahead :-

Universal Workplace Solutions is currently through with the initial phase of PCMM and is moving consistently towards PCMM level – II. To ensure its adherence to level 2, it is pertinent to bring more robust processes and compliance adherence in place. UWS needs to look into the gap areas in all the six areas and need to plan the improvisation standards accordingly to align with Level 2 of PCMM.

Recommendations for aligning with PCMM, Level-II:-

Universal Workplace Solutions is compliant to their practices with respect to Work Environment. The physical working conditions to ensure team is able to perform to their best levels are provided by the organisation. All the compliances with respect to providing a safe and congenial place of work are in place.

With respect to Communication, the right practices are followed in majority of cases. UWS has systems rightly placed to ensure good flow of communication within the team. Information is shared in a proper manner leading to clarity and sound understanding of the message. There is proper system of grievances handling. Employees are given an opportunity to make their voice heard. Some improvisation areas are as follow:- There should be more robust system to ensure that the action points highlighted during the

Annual Employee Survey are duly adhered to. Reporting managers must have a Key Responsibility Area to ensure that action points during the survey are duly complied with.

The meeting conducted, must have proper agenda in place followed by circulation of Minutes of Meeting. The RASCI (Responsible-Accountable- Support- Consent-Informed) must be clearly identified for each discussion point to ensure that every meeting is productively concluded and is result oriented.

The Staffing practices are well in place expect a few improvisations. There are proper systems and process with respect to recruitment, selection and bringing the right people in the system. The recruitment and selection areas are transparent and have clearly established procedures. The role of HR is quite robust and HR has a very strong involvement in recruiting right people. Some improvisations under Staffing are as follow:- There should be competencies very clearly defined at all the levels. Each department should

have active involvement during the selection process especially for technical roles.

Performance Management system at Universal Workplace Solutions seems to be playing a crucial role in aligning the KRAs and KPIs. There are some grey areas that are needed to be in place to

ensure that performance management systems are not only limited to appraisal only but also play a strong role in encouraging people to give their best to the organisation. To ensure better connect between the appraiser and employee the following steps needs to be taken:-1. Various components of work performance will be periodically discussed and analyzed.2. Ways to improve the performance of committed work are periodically discussed and

improvement actions will be taken. Examples of ways to improve the performance of committed work include the following: Training in task-related knowledge and skills Apprenticing to an experienced individual or group Mentoring or coaching Improved coordination with other individuals Improvements in work environment conditions

Better management of Performance Problems:Serious problems should be brought to the attention of the human resources function or other appropriate professionals. Their guidance should be followed in handling serious problems, since actions leading to disciplinary sanctions or termination can have legal implications.1. Performance problems are identified, based on appropriate performance objectives, policies, or other applicable guidelines.2. A formal discussion concerning the performance problem should be held with the individual(s).3. Agreement should be reached on:

A statement of the performance problem, and Actions or conditions that would resolve the performance problem, if implemented.

4. The results of discussions regarding the performance problem should be documented.5.Actions or results agreed to in the formal discussion concerning the performance problem should be monitored.

Training & Development at UWS also needs to undergo some improvisations. Training should be tracked against the unit’s training plan.1. The unit’s training activities should be routinely reviewed against its training plan.2. In case the training activities performed deviate significantly from the plan, corrective action should immediately be taken.3. Completion of training activities should be documented for each individual.

Individual development Plan (IDP) should be chalked out for all the employees. IDP represent a combination of development which enhances knowledge and skills to prepare for future assignments and career options. Individual development objectives at the Managed Level are less formal than those objectives documented in personal development plans that will be established in the Career Development process area at the Defined Level. Individual development objectives are organized primarily around the career interests of the individual, since the organization may not be able to offer input or guidance from well-defined career paths or competency descriptions. Input for individual development objectives can be drawn from the following:-

Needs for development of critical skills Changes in work or responsibilities Potential next assignments Career options Other development interests

Compensation represents the only process area at the Managed Level whose execution is coordinated by actions at the organizational level. Compensation must be coordinated primarily through centralized activity in order to establish a sense of equity in the system. Once the workforce perceives the system to be equitable, it can be adjusted to motivate the development of needed skills and better alignment of individual performance with that of the workgroup, unit, or organization. The compensation system should be designed to motivate and reward the skills and behaviors the organization considers vital to its success. Certain improvisations are proposed for Universal Workplace Solutions.

Gathering input from individuals for developing or revising the compensation strategy is beneficial in gaining insights into the most effective compensation strategies, determining perceived fairness of the strategy, and generating buy-in and support for the strategy. Input can be gathered from individuals or from a committee representing some or the entire workforce. The workforce can provide inputs to the compensation strategy regarding :

Benefits and drawbacks of current compensation vehicles Criteria for determining or adjusting compensation Fairness of the compensation strategy, and Methods for administering compensation.

2. If appropriate, individuals or committees can review proposed revisions to the compensation strategy with regard to :

Impact of proposed changes on motivation and performance, Fairness of proposed changes, and Most effective ways to initiate and administer the changes.

The organization’s compensation strategy should be communicated to the workforce.1. Information typically communicated to the workforce includes:

strategic basis and structure of the compensation strategy, and events that result in changes to compensation.

2. Whenever the compensation strategy is changed, the changes must be communicated to the workforce.

Decisions regarding an individual’s compensation package should be communicated to the individual.1. Adjustments to compensation should be communicated to affected individuals prior to their

effective date by an individual responsible for communicating compensation information to the individual(s) affected.

The basis for the size of the adjustment should be explained along with appropriate information from the compensation plan that provides a better understanding of the basis for the adjustment.

3. Individuals should be guided to where they can obtain more information on: the compensation strategy or plan tax implications of compensation decisions laws and regulations governing compensation implications about choices they make among compensation alternatives or how to raise an issue about their compensation.

Once these compliances are followed and the gaps are removed, Universal Workplace Solutions will be able to achieve Level II of PCMM. Changing the organization’s culture through staged improvements to its operating processes will bring a unique approach to organizational development that will compliment to achieving the long terms vision of UWS.

Project Summary includes:-

1. Objective 2. Scope of project 3. Methodology followed 4. Brief overview of Findings 5. Conclusions

Objective:- Universal Workplace Solutions has established itself as a successful organization for last 25 years. With their presence across India, they have achieved a revenue of 115 Crores in FY-15. In the era of globalization, the organisation now wants to establish itself as a Global player by FY 2020. This will certainly require scaling up of the business operations, more deployment of manpower & resources in a planned manner. Bringing the Organization Development practices will play a key role both externally and internally, as in terms of external environment, it will aim at improving the ability of the organization to respond or to adapt to changes effectively, especially the global environment and in respect of internal environment it will lead to increasing capabilities of the employees improving human resources and communication system. As People are the core to any business, Organisation Development practices will contribute to enhance the individual skills, knowledge and effectiveness of UWS in terms of all its goals and long term vision. It is also to be understood that organizational development is not to be regarded as one time activity but an ongoing process towards the total organizational system.

Scope of project:-

The project is undertaken, with a Non Existing (imaginary) organization- Universal Workplace Solutions (UWS). Universal Workplace Solutions, formed in 1991, is into Integrated Facilities Management with its business spread across PAN India. It has its registered office in New Delhi. From last 25 years, UWS is consistently increasing the productivity of their customer’s real estate portfolio so that the people ad business can reach their full potential.

Universal Workplace Solutions delivers services for all property types through their dedicated on-site teams with experienced management team in the background. Their whole spectrum of services ranges from technical equipment maintenance of Heating Ventilation Air Conditioning (HVAC) , Electrical, Lifts, Plumbing, Energy & extends to support services Janitorial, Cleaning, Landscaping, Security, Reception, Mail, Catering, Transport & Concierge management.

Vision of Universal Workplace SolutionsTo be the world's most preferred facility management company, providing creative and innovative solutions on a consistent basis and adding value to our customer’s business.

Mission of Universal Workplace Solutions To mobilize our knowledge, resources and talent throughout the world and enable our clients to make the most viable real estate decisions.

Values of Universal Workplace Solutions

IntegrityWe act with honesty, fairness, respect and safety, furthering a culture of unquestioned integrity. This

strengthens relationships across businesses and functions.

InnovationWe believe there is always a better way. We encourage change and seek the opportunities it brings.

Customer SatisfactionOur future depends on us serving as customer advocates and increasing our customers’ success. We are proactive, hard-driving and easy to work with. We offer expert knowledge and practical solutions. We deliver on our promises.

SustainabilityThrough our products, services, operations and community involvement, we promote the efficient use of resources to benefit all people and our planet. The environment and sustainability are key elements of our business proposition.

Employee EngagementAs we grow, so will our people. We foster a culture that promotes excellent performance, teamwork, inclusion, leadership and growth. Our employee and leader diversity will mirror our global markets and population.

The Organization Structure & Employee Strength- The organization consists of the following departments:-

Operations Department Human Resource Department Supply Chain Management Department Business Development Finance Department Information Technology Department Projects Department Transition Department

The organization structure :

Approximately 300 employees are on the payrolls of the company and 500 employees are outsourced manpower that includes the blue collar employees like HVAC technicians, Security staff, House Keeping & Cafeteria Services etc.

Methodology followed:-

Organizational Diagnosis:- Marvin Weisbord Six-Box Model While performing the Organisation Diagnosis for Universal Workplace Solutions, it involved, the three steps of publicly entering a human system, collecting data about experiences, and feeding back to the system toward promoting corporate performance. The tool used- Marvin Weisbord Six-Box Model provide focus to certain issues such as planning, incentives and rewards, the role of support functions such as personnel, internal competitions among organizational units, standards for remuneration, partnerships, hierarchies and the delegation of authority, organizational control, accountability and performance assessment. The questionnaire was circulated amongst 225 employees who rated the organisation in 7 key areas- Purpose, Structure, Leadership, Relationships, Rewards, Helpful Mechanisms and attitude towards change.

Brief overview of Findings:- Any organisation of irrespective of its scale and size can firm up their expansion plan only after a complete assessment of all the factors whether internal or external impacting the growth of growth

for that organisation. Universal Workplace Solutions is heading towards its expansion plan towards 2020. The Organisation Development Interventions certainly played a crucial role in analyzing organization’s external environment, assessing the organization’s internal capabilities and how well it can respond to the external forces. In case of Universal Workplace Solutions, the organisation seems to be transparent and consistent with their defining purpose of the organisation, support mechanism and their reward system. However there are certain grey areas like- Leadership, maintaining team congeniality, clarity and balance in role and responsibility where the organisation has enormous scope of improvisations. An immediate and sincere intervention will surely align with the growth strategy of the organisation.

Conclusions :-

The organisation diagnosis has helped to improve the organization's capacity to handle its internal functioning and relationships. This may range from improvising organisation processes, more effective communication and enhanced ability to cope with organizational problems at various levels. It also leads to more effective decision processes, more appropriate leadership styles, improved skill in dealing with destructive conflict, as well as developing improved levels of trust and cooperation among organizational members. Employees assume personal responsibility and accountability for outcomes of their work.

Analysis of Organization using strategic tool through Value Discipline

Methodology:UWS, has been a Customer intimacy organization. Organizations that excel in customer intimacy combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need, from customizing a product to fulfilling special requests.

Following value discipline of Customer Intimacy can be expensive, as organisation needs to invest in the solutions that fit the customers the most, they also have to spend a lot to build customer loyalty in the long term. UWS now wants to proceed in switching to another Value discipline known as Operational Excellence, while keeping a strong emphasis on Customer Intimacy as well.

Finding & Conclusions:-Some of the steps that UWS is planning to take, moving towards Operational Excellence: Scope Identification Management Methodological handling of Out of Scope services Adoption of Scope Matrix Tool Maintenance Asset Life Management Self Performing of House Keeping & Technical Services

In order to bring these improvisation, it is highly recommended that UWS should bring in leadership expertise from an organisation with similar model so that the new recruits and existing systems can be well aligned to new value discipline UWS is heading to.

HR Audit using PCMM:-

Methodology:The People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the

organization’s culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce.

Finding & Conclusion:UWS is found to be complying with the initial level and is trying to manage the standards of Level-2. There have been some gap areas which have been identified and needs to be corrected as per the standards under all the six areas. The same has been shared in elaborated manner in the project under PCMM audit. Any organisation intends to establish itself on global standards must be ready to bring the improvisations as mentioned in PCMM

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CODA Project- Manisha Arora

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