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Between The Lines August 2012

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Between The Lines August 2012

  1. 1. Volume 5 Aug 2012 | People & Change Consultants India Between the Lines The Six Disciplines of Breakthrough Learning By Calhoun Wick, Roy Pollock, Andrew Jefferson, and Richard Flanagan In this issue 1. Define business outcomes - Link program objectives to business needs - Agree on definition of success - Define what participants will do  The Six Disciples of better. Breakthrough 2. Design the complete experience - Include what happens before and after the classroom - Redefine the finish line from the end of class Learning to the generation of results 3. Deliver for application - Show how content relates to current  A Culture of Positive business issues - Give participants time to reflect on how they will apply. Relationships by Birjendu Gupta, 4. Drive follow through - Actively manage the process - Involve managers - Ensure accountability. Director, 5. Deploy active support - Provide ongoing support from facilitators, Pricewaterhouse coaches, and managers - Provide practical how-to guides to facilitate transfer Coopers 6. Document results - Collect credible data on the outcomes - Report results to management and use to market program.  A tête-à-tête with Parijat Thakur, HR “A silly question is often the first intimation Head, Jones Lang of some totally new development”. LaSalle
  2. 2. Mr. Birjendu Gupta heads the Talent development function at PwC Pvt. Ltd. He has a rich experience in sales, operations, business development, learning and organizational development in various large corporates. In his various roles Brijendu has enabled organizations to develop and retain a strategic focus on learning and development as a core function. In this article, Brijendu shares his views on how PwC focuses on the two basic tenets of coaching and relationships skills to connect with its people. You can contact Mr. Brijendu Gupta at: biju_gupta@yahoo.com Failure is not fatal, but failure to change might be - John Wooden Coaching and Relationships at the Core of Connecting with People – Brijendu Gupta Over the last few decades workplace individuals and these exchanges foster a dynamics has been changing at such a rapid relationship. An experience of positive pace that it is becoming increasingly relationships helps to develop a connected challenging for the 20th Century managers to workforce. manage the 21st century workforce. PwC is one of the big four professional services Traditional command and control leadership firms globally. In India the firm has been in style has given way to a more “leaders existence for over hundred years. Our service develop leaders” approach. Organizations are culture thrives to provide the PwC experience to resorting to innovative individualised our clients as well as people. Given below is the developmental initiatives rather than a one diagrammatic representation of how we provide size fits all training approach. Coaching as a a distinctive experience to our people and client concept which focuses on individualised in four dimensions. In order to provide this development became popular since the time experience there are ten core competencies that International Coaching Federation was has been identified to develop our people. In a formed sometime in the year 1995. Since business that has supremely intelligent people as then it has become globally a $2billion its asset the organization has an intense focus in industry (see research by PwC and ICF at training the managers and above level of staff in www.icf.org). Like any new change initiative, two basic tenets of connecting with human in India it is travelling a bumpy ride. At the beings viz. (A) Coaching and (B) Relationship core are social exchanges between Skills.
  3. 3. PwC Experience – Our behaviours PwC Client Experience PwC People Experience We focus on We focus on Enhancing the value client value of our people We put We put ourselves in our ourselves in each clients’ shoes other’s shoes We share and We share and collaborate collaborate Service culture We invest in We invest in client teams and relationships relationships PricewaterhouseCoopers Private Ltd small provide value to both set of stakeholders. Globally the firm practices the 70:20:10 principle This approach helps the firm to follow the of developing an individual where 10% of an 70:20:10 principle and attempt develop a culture individual’s development happens through of positive relationships. formal classroom or learning sessions, 20% happens by working with seniors, coaches, mentors and 70% happens on the job. Though there are classroom training workshops in Coaching and Relationship skills there is a constant endeavour to practice the 20 and 70 of the development i.e. working with seniors, coaches and fostering on the job learning. Over the past few years several hundred managers and above category of staff has been trained in relationship and coaching skills. Post There are a few, if any, jobs in which training an attempt is made to ensure that the ability alone is sufficient. Needed also learnings are practiced at workplace. This is done are loyalty, sincerity, enthusiasm and by reinforcing the key messages through focused team play. – William B. Given Jr. group discussions around how coaching and building relationship with our client and people will help us
  4. 4. Mr. Parijat Thakur is currently a part of the HR leadership with Jones Lang LaSalle, India. In his role, he spearheads HR efforts for the IFM (Integrated Facilities Management) business. The role entails strategic responsibilities which enables the function to align with business growth. The IFM business today has 4000 employees on Jones Lang LaSalle rolls. Parijat’s earlier stints include KPMG, PwC, Thomas Cook and IMS Learning Resources. He brings ten years of corporate HR experience to the table and notably has been in intense business partnering roles since 2007. Does your organization believe in lateral hiring conducted by the L&D function. or believe mostly in developing leaders from within the organization? Help us understand how you structure your leadership development initiatives. This would be a mix of both. A hiring situation is dependent on certain factors. There could be a The following goals help us to that. specific need which would prompt us to go - Enable a succession plan for the first line of external and launch a search. Alternatively defense there would be sparks whom we would have - Understand the potential of talent embracing picked up and invested in. We have allowed different roles internal talent to participate in evaluations for - The above stem from the 9 cell mechanism. A senior roles and extended opportunities tool which identifies the stallions from the rest. accordingly. What are some of your hallmark initiatives? How does the training team partner in - Structured programs around soft skills. The top developing leaders? 100 people go through these programs every L&D plays an advisory role in essentially leading year the way from a road map perspective. The - Technical training business and Human Resources may have ideas - Managerial Excellence programs about lending and equipping leaders with - Industry related certifications relevant skill sets or introduce interventions - OD interventions which will propel them to the next level. But - Online training modules covering different the ammunition and the tools to enable the subjects process will come from L&D. All diagnostics are
  5. 5. What challenges do you face while How much do you depend on external implementing the development roadmaps? organizations to deliver your initiatives? Budgets can be areas of discussion in these This is again dependent on the kind of economic times. We are lucky on that part as programs. It's a mix of internal training wherein the organization is committed to investing in we would have in house trainers who would our people. The larger picture of retention and have gone through a “train the trainer module”. holding on to our top talent has to be kept in These trainers would be a mix of Business and mind. Human Resources. Depending upon the complexities some programs or interventions would be managed externally. How do you measure effectiveness of your initiatives? Feedback mechanisms and surveys. People & Change Consultants India Everyone is a genius. www.pccindia.org People and Change Consultants India #898, 10th A Cross RBI Layout JP Nagar But if you judge a fish 7th Phase, on its ability to climb Bangalore-560078 a tree, it will live its Have a story to share? Write to: whole life believing it arpita@pccindia.org is stupid. Call us on: Shom: +91 9663313461 - Albert Einstein shom@pccindia.org Nitya: +91 9342519751 nityanand@pccindia.org Sanjay: +91 9821096513 sanjay.awale@pccindia.org

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