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Read on to know how our customers have benefitted through our interventions.
What we did
After a detailed 360 degree diagnosis, we identified the gaps and stagnant areas. We drew an
organizational developmental intervention and implemented it. This intervention ran over 12
months. At the end of phase 1, the company saw the following improvements:
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The Before Scenario Challenges :
Unable to harness growth/market opportunities. Stagnancy in Top Line
To transform the organization from a conservative family owned business to a profession
outfit.
Production challenges
Absence of HR setup or processes or policies
Lack of clearly set processes made the working very person driven and time consuming.
Resistance to Change at the staff level, Department Head level
No Productivity Measures and the work at all departments was person driven rather than
performance or process driven
What we did...
An Organization Development Plan was drawn for first 12 months which is the First Phase, after
a detailed diagnosis of the company.
To strengthen the execution team and the support team, HR interventions were introduced.
This brought the clarity in the role and responsibilities of the staff. Performance management
was implemented to bring in objectivity and neutrality in evaluating yearly performance and
recommend increments and promotion.
All these interventions were introduced in a phase wise manner over 12 months, to ensure the
management was available for implementing and changes were spaced out for employees to
accept and follow them.
What it is now...
Their top line has increased by over 80% in the immediate next financial year.
The company attracted good talent from the market , which was earlier considered
impossible.
New alliances for business acquisition were created, R&D was focused to generate cost
effective yet products that has the market demand.
The same product and service was offered to other different Industries, which was earlier
only thought of.
Non performance at work is objectively dealt with in the monthly meetings.
The company is in the process of setting up a manufacturing facility and expand its service
portfolio.
With the involvement of the Director of the company, we created a Backward Integration Plan.
That is, created a plan on what needs to be done to generate 5000 contract staff with different
skill sets for that financial year.
We identified the key roles and processes that are critical to meet these targets and the other
support structures the department would need to generate results.
The department was restructured and new talent with relevant experience was hired. The entire
RM team was oriented on their primary roles and their own compensation revisited for there was
a need of market correction.
Dashboards and MIS for daily, weekly monthly performance we designed and implemented.
Training on essential functional and behavioral skills was given. New sources for acquiring
databases were identified.
The teams performance was reviewed and audited to assess the effectiveness of the intervention.
What it is now
The department runs on its own taking guidance from the Resource Management Manual ,
that covers all the Standard Operating Procedures (SOPs) of the function.
The manpower gap reduced from over 250 a day to 20-25 a day.
Performance gaps are easily identified and rectified sooner.
The company has attracted and employed well qualified, experienced professionals into the
system.
Its easy for the management to review daily performance through the dashboards and MIS
implemented.
The high dependency on trading was reduced bringing in better risk management and also
introducing project management services, since it was an unutilized strength of the company.
R&D which is again their strength was focused and budgets to set up and run it at 2 of their
facilities were sanctioned.
Business Vertical wise interventions were implemented to set the process and job roles.
Lot of employee engagement and motivational workshops were conducted to improve employee
morale and productivity.
What it is now
The Company focuses on not more than 30 premium products where they have substantially
increased their market share not only in India but also abroad.
They have tie-ups with Multinationals in Europe and US, which was earlier only restricted to
South east Asian Companies.
Their identity from a trader is transformed to an Integrated Technology Solutions provider, which
has positioned them as a brand in the market today.