Respond to (2) Colleagues W7D1Grant

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Week 7 Discussion 1:

So much information has been covered over the past six weeks, your brain might be spinning as a result. The information should begin to solidify as you put together the final project. The progressive case study has served as a practical application of the concepts discussed throughout the assignments, readings, and forums.

The Green Organization Executive Leadership has requested you provide a summary of your consulting work over the term of what has been 12 months of consulting. It is time to evaluate the effectiveness, impact, and results of their investment in performance improvement and performance consulting. Your colleagues have presented and summarized the processes used to achieve the reported results. They have explained what tools have been used and their effectiveness. See their feedback and recommendations for continued performance consulting if advisable.

Assignment:

Respond  to at least (2) two of your peers' postings in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.

· Offer an example from your experience or observation that validates what your peer discussed.

· Offer specific suggestions that will help your peer build upon his or her own virtual communication.

· Offer further assessment or insight that could impact your peer’s future communications.

· 3 – 4 paragraph responses per each colleague

· No plagiarism

· APA citing

· 48 hours

1st Colleague – Susan Christmas

The instructions this week request we provide a summary of our consulting work to The Green Organization Executive Leadership team. We have now been consulting with The Green Organization for 12 months and the EL needs to determine whether they will continue with our consulting services or move on to other opportunities.

What Has Been Accomplished

From the beginning, we began to strategically create a performance plan. We used a 9 Step process consisting of:

1. Step back and look at the reality of the situation

2. Discover the ideal scenario for the organization

3. Continue searching for the cause of the challenges within the organization

4. Report findings to the stakeholders

5. Create a plan for measuring success

6. Design and deliver solutions

7. Measure success

8. Determine how to report impact of the project to stakeholders (Oldham, 2018).

9. Reassess plan after a certain length of time and tweak as necessary

Once the steps were discussed, our meetings with the Executive Leadership team began to focus on gaining a full understanding of the needs of the organization and the expected outcome. We held individual meetings with various staff members to gain multiple perspectives. The data was then analyzed, and we began to focus on the most problematic areas. We then developed and implemented a training manual designed to address those high problem areas. We dealt with cultural challenges and other threats by involving the employees throughout the entire process. The employees had a vested interest in the organization which allowed the training program to be more successful.

We chose to use a training approach known as development/horticultural model. With this model, we initiated training twice a week, plus a more intense analytic training done four times each week. The program allowed flexibility to meet individual needs, but also provided collective governance and standards. We also considered cultural factors and made adaptations that fit the needs of specific groups. When considering the long-term plans of the training program, we made available a training analyst that will remain accessible to the group and its members. The access to the training analyst will allow the members to have continuity within the training program (Weiner, 2019).

Assessment and Evaluation Tools

To assess our progress, we used the Evidence Worksheet that was referenced in Hale’s Fieldbook. We filled out the worksheet at the beginning of our endeavor to formulate the criteria to be used for proving the situation had improved. The worksheet then got revisited during the second phase to help with the evaluation (Hale, 2006).

Feedback and Recommendations

Our consulting agency would like to sincerely thank you for the opportunity to serve you. We are delighted with the progress and improvements we have witnessed over these last 12 months. At this time, our recommendation is that your internal training team continue with the current program, including access to our training analyst. Our team would like to make site visits once each quarter and will provide feedback on our findings after each visit.

References

Hale, J. (2006). The Performance Consultant’s Fieldbook: Tools and Techniques for Improving Organizations and People. (Essential Knowledge Resource). 2nd Edition. Washington D.C.: Pfeiffer.

Oldham, B. (2018). Performance consulting: The ideal tool for ensuring a project adds real value. Human Resources Magazine, 23(1), 22-23.

Wiener, J. (2019). Models for training in Developing Groups: importing the traditional into unfamiliar cultures. Journal of Analytical Psychology, 64(4), 443-461.  https://doi.org/10.1111/1468-5922.12513

*Please see attached PowerPoint presentation.

2nd Colleague – Stephen

Stephen Jarman 

Week 7 Discussion - The Progressive Case Study 

COLLAPSE

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        Molnlycke Health Care North America’s Executive Leadership Team (MHC-NA ELT) has requested a summary of the consulting work that has been provided over the 12-month intervention process of selection, onboarding, and assimilating new organization leaders at MHC-NA in order to evaluate the effectiveness, impact, and results of their investment in performance improvement and performance consulting. The ELT expects a presentation that summarizes the processes used to achieve the reported results, explains tools that have been used and their effectiveness, and feedback and recommendations for continued performance consulting if advisable. Present an executive summary to the ELT of what has been accomplished, and what assessment and evaluations tools were used to determine these results.

Executive Summary of New Organizational Leaders Assimilation Process

            Over the last 12 months, the New Organizational Leader Assimilation Process has been used to adapt new organizational leaders who are transferred or onboarded at MHC Maine through five key steps as follows:

1. Direct Report Screening

2. Setting the stage for what is to come

3. One-to-Ones with Peers and Coach

4. Peer Review

5. Intentional Knowledge Transfer

Five strategic objectives were provided as enablers to achieve desired measurable results:

I. Provide a consistent, measurable training process

II. Maintain a flexible and highly skilled workforce

III. Attract, develop and retain qualified employees

IV. Provide a framework to document and track employee skills for all jobs, including those qualified to train others on each job

V. Promote life-long learning and career development

The following knowledge transfer methods were used as normative or specialized training:

1. Traditional Lecture Style Learning - for normative information sharing

2. Case Studies - for specialized skills development

3. Hands-On Training - in conjunction with case studies

4. Interactive Training - MS-Teams with the new leader's peers and cross-functional team members, usually project-specific

5. Online Learning - supplemental training for technologies, e.g., MS-PowerBI (Silver, 2021).

To monitor, assess, analyze, and evaluate the progress of the previously noted five implementation steps, the following measures of success are indicators of the five strategic objectives above:

i. The individual's Demonstrated and Documented Capability - as realized at the peer review milestone and demonstrated through established targets of performance

ii. Retain Qualified Employees - to be compared through current turnover rates and culture survey results

iii. Life-long Learning and Development Goals - through career development/ladders achievement over a three- to five-year horizon

The two separate Quality Assurance (QA) teams in the Wiscasset and Brunswick, Maine, offices were selected for the follow-up plan. In addition to the strategic measures of success, two additional criteria were provided by QA leadership to evaluate implementation within two QA teams of Wiscasset and Brunswick. The first criteria used was a daily operations management health assessment. The second criteria used was the overall performance of the QA team’s three key indicators of i) Non-Conformances (NC’s), Corrective And Preventive Actions (CAPA’s), and Customer Complaints (CC’s). These two indicators have improved 15% and 35% respectively. 

Feedback & Recommendations for Next Steps

            The New Organizational Leaders Assimilation Process has shown to meet the expectations of the ELT, the new leader’s peers, and functional leaders in the organization. Over the next 12 months, the following three activities are recommended to be accomplished:

· Standardize the New Organizational Leader Assimilation Process globally

· Institute a Local Leadership Coaching Program (improved leadership skills, team vision & values)

· Infrequent and routine process checks by Dichotomy Solutions to evaluate the process for sustainment and continued performance outcomes

References

Johnson, L. (2017). Rapid onboarding at capital one. Harvard Business Review.  https://hbr.org/2008/02/rapid-onboarding-at-capital-on.html .

Silver, J. (2021, March 22). Effective organizational training methods. Training Station. Retrieved September 11, 2021, from https://trainingstation.walkme.com/methods-in-organizational-training

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