Objective :
There was an expressed need while discussing about various challenges faced at plants like safety concerns, uninformed leaves, ‘bad’ behavior of juniors, toughness in getting quality norms adhered to, US FDA audit, employee turnover etc..and something must be done to arrest these challenges.
How this program shaped up:
After listening to all that, we expressed that let’s not do something to “change” the results or behavior, instead, let’s focus on ‘improving their thinking and ‘emotional engagement’ of the participants.
Rounds of discussion and interviews took place with the stake holders at plant sites incl. HR, heads of diff. depts, representatives on the floor, support services, security etc..kind of 360 degree was done in an informal setup.
After due diligence, it was proposed that an employee is happy if he balances the interest of these 6 stake holders (this concept was first introduced in a book authored by Mr. Suresh Semwal)
- Self
- Family
- Colleagues and my company
- End customer
- Society
- God (only touched upon from spirituality point of view)
In order to strike balance between these stake holders, they need to work on enhancing these 5 things :
- Ownership
- Love what you do
- Focus on quality
- Trust
- Appreciation
Whole workshop was designed around enhancing above qualities in their lives. Approx 1.5 hour was given for each topic.
Participants :
It started with people towards bottom of the pyramid like lowest level + 2 but after receiving overwhelming response, it was made mandatory all levels/all depts including plant leadership. Total participation was more than 2500+ people.
Methodology :
Whole workshop was fun-filled, activity based and games based, giving no. of opportunities for participants to ‘look inward’ and then question themselves. 7-8 AVs were used to drive the learning.
Measure of success :
Each participant was asked to take “one sankalp each” for their professional life and personal life. Each team was asked to put it in a picture format and the same was displayed in their work area. We did not focus on bringing too many changes but only one change at a time.
Support structure :
Before the workshops, we held ‘zero’ session for the managers and briefed about their role in bringing this positive change and potential benefits for them. A set of questions were given to them, which they would ask when participants come back from the workshop. They were specifically taught to observe subtle changes in attitude and behavior and how they can support by appreciating them. While they are undergoing this program, managers were asked to ‘hold’ their rude comments, unnecessary scolding etc.
There was a periodic soft nudge by senior management also, asking about ‘sankalp’.
It was ensured that uniform language and internal branding as well as ‘display’ of sankalp taken in their work area/canteen etc.
Benefits :
These efforts broke the silos and both learnt to respect and appreciate their roles and greater sense of engagement prevailed.
Since the ‘sankalp’ were not enforced upon, most of them stuck by it and felt strengthened upon working on it. Adding personal sankalp was a key enabler for bringing +ve change in professional behavior as well.
Objective :
There was an expressed need while discussing about various challenges faced at plants like safety concerns, uninformed leaves, ‘bad’ behavior of juniors, toughness in getting quality norms adhered to, US FDA audit, employee turnover etc..and something must be done to arrest these challenges.
How this program shaped up:
After listening to all that, we expressed that let’s not do something to “change” the results or behavior, instead, let’s focus on ‘improving their thinking and ‘emotional engagement’ of the participants.
Rounds of discussion and interviews took place with the stake holders at plant sites incl. HR, heads of diff. depts, representatives on the floor, support services, security etc..kind of 360 degree was done in an informal setup.
After due diligence, it was proposed that an employee is happy if he balances the interest of these 6 stake holders (this concept was first introduced in a book authored by Mr. Suresh Semwal)
- Self
- Family
- Colleagues and my company
- End customer
- Society
- God (only touched upon from spirituality point of view)
In order to strike balance between these stake holders, they need to work on enhancing these 5 things :
- Ownership
- Love what you do
- Focus on quality
- Trust
- Appreciation
Whole workshop was designed around enhancing above qualities in their lives. Approx 1.5 hour was given for each topic.
Participants :
It started with people towards bottom of the pyramid like lowest level + 2 but after receiving overwhelming response, it was made mandatory all levels/all depts including plant leadership. Total participation was more than 2500+ people.
Methodology :
Whole workshop was fun-filled, activity based and games based, giving no. of opportunities for participants to ‘look inward’ and then question themselves. 7-8 AVs were used to drive the learning.
Measure of success :
Each participant was asked to take “one sankalp each” for their professional life and personal life. Each team was asked to put it in a picture format and the same was displayed in their work area. We did not focus on bringing too many changes but only one change at a time.
Support structure :
Before the workshops, we held ‘zero’ session for the managers and briefed about their role in bringing this positive change and potential benefits for them. A set of questions were given to them, which they would ask when participants come back from the workshop. They were specifically taught to observe subtle changes in attitude and behavior and how they can support by appreciating them. While they are undergoing this program, managers were asked to ‘hold’ their rude comments, unnecessary scolding etc.
There was a periodic soft nudge by senior management also, asking about ‘sankalp’.
It was ensured that uniform language and internal branding as well as ‘display’ of sankalp taken in their work area/canteen etc.
Benefits :
These efforts broke the silos and both learnt to respect and appreciate their roles and greater sense of engagement prevailed.
Since the ‘sankalp’ were not enforced upon, most of them stuck by it and felt strengthened upon working on it. Adding personal sankalp was a key enabler for bringing +ve change in professional behavior as well.