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Practices - Scope of Responsibilities

Elaborates on the practices/competency model that can be established in an organization. Maps individual needs to organization needs.

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Sameer Gupta
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© © All Rights Reserved
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Download as PPTX, PDF, TXT or read online on Scribd
30 views

Practices - Scope of Responsibilities

Elaborates on the practices/competency model that can be established in an organization. Maps individual needs to organization needs.

Uploaded by

Sameer Gupta
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Practices Scope of Responsibilities

Mission

Mission 2014

Providing Thought Leadership and Technology Roadmap to


the organization while creating Equal Opportunities for
Holistic Development, Growth and Inclusion of Team
members, while keeping Goals and Growth into consideration.

Definitions

Definitions
Equal
Opportunities

Providing an environment where everyone gets an opportunity to


prove oneself and has confidence that one will be valued for ones
skills

Holistic
Development

Focus on developing the individual rather than just work related


aspects

Inclusion

Include individuals in SDG growth story and make them feel part of
it

Technology
Roadmap

Defining a longer term strategy and plan for SDGs technology


focus

Thought
Leadership

Providing new innovative ideas in the technologies identified.


Establish SDG expertise and become the trend setters in the
industry. Produce articles, blog posts, white papers, etc.

Practice Umbrella

Career
Develo
pment
Apprai
sals

Skills

Allocati
on &
Availab
ility

Individ
ual
Environ
ment

Cost &
Budget

Org.
Inclusi
on

Recogn
ition

Info &
Knowle
dge
Sharin
g

Goals
& KRA
Driven

Skilled
Resour
ces
Though
t
Leader
ship

Individual Career Development

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on
Recogn
ition

Identify Individuals growth


aspirations
Have every individuals
growth plan in place with a
buy-in from the individual
Identify specific action items
on Individuals part as well
as on the part of the
Delivery Head/Practice
Head/Program Manager
Track each item to closure
or re-plan

Individual - Appraisals

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on
Recogn
ition

Objective system & processes


to evaluate performance
Appropriate & proactive
feedback mechanism
Appraisals tied-in with Goals
and KRAs
Appraisals to be
Check-points of progress
against planned
Plan for next appraisal period
Encourage individual to meet
the plan

Individual - Inclusion

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on
Recogn
ition

Every individual to be made


part of Org. growth story
Individual to be valued not only
for his/her technical skills but
for the complete package
Communicate the value each
individual brings to Org. and
how he/she contributes to Org.
growth
Create Groups/Committees
that target a specific area/task
Ask for suggestions, feedbacks
and ideas and action them

Individual - Recognition

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on

Mechanism to identify
Star Performers
Rewards for deserving
individuals
Periodic Town-halls to be
arranged to recognize
individual contributions

Recogn
ition

Individual - Environment
Build an environment

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on
Recogn
ition

of trust and confidence


of fun and learn
that challenges abilities,
rewards high performers
and encourages low
performers
that provides growth
opportunities
that provides work
satisfaction

Individual - Skills

Career
Develo
pment
Apprai
sals

Skills

Individ
ual
Environ
ment

Inclusi
on
Recogn
ition

Mechanism to identify the


training needs of an
individual
Plan and execute trainings
Mentor programs and
knowledge sharing sessions
Linking trainings with Goals
and KRAs
Identifying available skills
and talent in Org.
Identifying new market
trends and building capability

10

SDG Info & Knowledge Sharing

Allocati
on &
Availab
ility

Info &
Knowle
dge
Sharin
g

Cost &
Budget

Org.
Goals
& KRA
Driven

Attritio
n
Hiring
&
Hierarc
hy

Skilled
Resour
ces

Periodic Townhall meetings


for sharing information with
the team members
Knowledge repository for
sharing knowledge gained
during the project
Knowledge repository for
sharing case studies and
whitepapers
Bigger picture knowledge
sharing sessions by project
leads/managers

11

SDG Cost

Allocati
on &
Availab
ility

Info &
Knowle
dge
Sharin
g

Cost &
Budget

Org.
Goals
& KRA
Driven

Attritio
n
Hiring
&
Hierarc
hy

Skilled
Resour
ces

Managing bench strength


and keeping it to a
minimum
Hiring and developing
freshers
Budgeting for additional
competency activities
Practice Operational and
Cost reports

12

SDG Skilled Resources

Allocati
on &
Availab
ility

Info &
Knowle
dge
Sharin
g

Cost &
Budget

Org.
Goals
& KRA
Driven

Skilled
Resour
ces
Though
t
Leader
ship

Resources Ownership, T & D


Resource Planning based on
projections
Hiring
Trainings plan and
execution
Competency Building
Resource Rotation based on
projects requirements
Appraisals and follow
through
Growth Plans of resources
Performance Monitoring
13

SDG Attrition, Hiring & Hierarchy

Allocati
on &
Availab
ility

Info &
Knowle
dge
Sharin
g

Cost &
Budget

Org.
Goals
& KRA
Driven

Skilled
Resour
ces
Though
t
Leader
ship

Market Intelligence
New Industry Trends
Thought Leadership
Frameworks Development
Value-adds in existing projects
Blog Posts
Hand holding of client
managers
Best Practices
Technology Roadmap
RFP/Presales/Architecture
Design

14

SDG Goals & KRA Driven Approach

Allocati
on &
Availab
ility

Knowle
dge
Sharin
g
Cost &
Budget

Org.
Goals
& KRA
Driven

Skilled
Resour
ces
Though
t
Leader
ship

Identify goals and KRAs


for every individual
Link every aspect of
Practice management with
goals & KRAs
Encourage individuals for
meeting their goals and
help them do so
Tracking individuals goals
achievement

15

SDG Allocation & Availability

Allocati
on &
Availab
ility

Info &
Knowle
dge
Sharin
g

Cost &
Budget

Org.
Goals
& KRA
Driven

Skilled
Resour
ces
Though
t
Leader
ship

Track allocation of individuals across


projects and hence their availability
Coordinating with Program Managers
to identify requirements
Tying up allocation & availability with
30/60/90 plan
Early Warning Systems
Tracking attrition and its impact on
allocation & availability and projects
and planning backfills accordingly
Evaluating & revisiting the hierarchy
& structure within Org.
Campus Recruitments
Controlling attrition, take exit
interviews and action plan on
findings
16

QA

17

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