Respond to two (2) Colleagues W8D2 “see attachment for detail instructions”:
* 3 – 4 paragraphs per colleagues
* No plagiarism
* APA citing
** 24 hours **
Week 8 Discussion 2:
The Progressive Case Study
The Green Organization has been very impressed with your work as a Performance Consultant. The CEO emeritus and current CEO both tell you they really appreciate your work this past year and the care you provided to their “family” business. They have made several warm referrals to their corporate friends that if worked well will expand your consulting firm exponentially. Excellent work.
It is time to complete your own evaluation of your firm’s performance. Part of being an excellent consultant is being able to identify what is working and what is not. Identify the areas that worked and those that will benefit from improvement. Address what will be done to make the necessary and desired changes to improve your firm’s performance.
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
· 24 hours
1st Colleague – Susan Christmas
Week 8 Discussion 2
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I feel like I am struggling a bit with this assignment, so I look forward to seeing other responses. Congrats to everyone for making it to Week 8! Below is my Week 7 discussion thread (I did not make any changes because I did not receive any suggested adjustments), and my PowerPoint presentation is attached again, per the instructions for this week. I wasn’t sure if I was supposed to post my one-page summary and one-page plan as an attachment, but I have posted them both below.
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.
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
Summary of Consulting Firm’s Performance
The following summary will describe how our consulting firm assessed and evaluated the performance at The Green Organization. This summary will also touch on the strengths, weaknesses, opportunities, and threats (SWOT) of the performance consultant job completed for The Green Organization.
We began our assessment by focusing on gaining knowledge of the human performance technology within The Green Organization. We conducted interviews and analyzed data from surveys completed by frontline employees (Sorohan, 1996). Once training on new processes had been implemented for three months, we completed an evaluation by pulling sales data and conducting a second round of interviews and surveys.
Our performance consultant spent an ample amount of time with various employees to gain a better understanding of the environment and culture of The Green Organization. It is vital that we engage with the employees and gain perspective on what they deal with daily.
We strive to reach out to multiple employees from various departments, but we do not always get to make contact with each department. We need to be more aware of giving all employees a voice and letting it be known they are all important to the organization.
One area that we could master more efficiently is learning better techniques when doing basic sampling and statistical measures (Sorohan, 1996). We need to learn more about the ins and outs of the organization and focus our techniques on generating the desired outcome.
Threats that we often encounter involve employees that are unwilling to accept our recommendations. In those situations, we need to focus on explaining why a change needs made and how it can benefit the organization and the individual employees.
Sorohan, E. G. (1996). The performance consultant at work. Training & Development, 50(3), 34.
Performance Improvement of the Consulting Form
Moving forward over the next three months, our consulting firm will spend more time getting to know all the departments that make up The Green Organization. We will begin scheduling interviews with employees from departments not previously engaged with.
Moving forward over the next six months, our consulting firm will assign several employees to participate in courses that will teach techniques on gathering sampling and statistical measures.
Moving forward over the next twelve months, we will survey all employees at The Green Organization to better understand the overall morale and seek recommendations from those on the frontline. This survey will allow us to compare data from the initial feedback received from employees and see if improvements continue to rise.
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2nd Colleague – Stephen
Week 8 Discussion – The Progressive Case Study Close Out
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Close Out Comments
Here we are, the client has accepted our services for the past 12-months and their internal stakeholders have established a social architecture around the intervention (Galoppin, 2013). During our final Executive Summary, we heard the message as follows
Very in-depth solution to addressing the assimilation of a process by executive leadership is endorsed. Your offers a detailed assessment of the process and the expectation of each approach of the strategy. By exploiting the identified steps, the executive leadership is able to provide a consistent and measurable process. In other words, understanding the root of the problem is necessary for implementing change through training and evaluation of available resources for effective skill development. The effectiveness of the strategy is founded on previous experience where my previous employer enforced a continuous learning work environment by consulting the employees who are key stakeholders.
However, as identified in your thread, the effectiveness of any organizational change depends on access to data resulting from the change. It may entail a feedback system or rely on indicators such as demonstrated and documented capabilities or enforcement of a learning environment. The objective is to ensure that the employees have the needed skills to positively impact the organization. It is noteworthy that, unlike the feedback system, the proposed measuring indicators rely on the conditions set or expectations of the quality assurance team. They determine if the desired goal is achieved, if not, changes are made to the implemented tactics (Graham, 2021)
After we reviewed this 12-month project, the success factors realized, and the comments above, we are committed to self-evaluation and process improvement as is shown on the following slide.
Dichotomy Solutions Performance Assessment and Evaluation Process
Our team, with the help of your operations leaders, performed the following SWOT analysis of our methods and business model:
|• Operations, esp. Manufacturing• Policy/Strategic Deployment AND Shop-floor Management• Applied Leadership Coach• Manufacturing Engineering Practitioner• Multiple disciplines of Problem Solving• In-depth Lean manufacturing systems/tools• Safety Engineering Practitioner||• Specific Functional Expertise’s• Financial Functional• Logistics• Human Relations• Quality Assurance|
|• Sales & Marketing• Dedicate more time to Dichotomy Solutions• Networking with other small consultancies• Develop and leverage more whitepapers• Pro Bono projects (build advocacies)||• Maine Manufacturing Extension Partnership• University of Maine Advanced Manufacturing Center• Consultancies from nearby Metros (Boston, Portland)|
The following are the key areas that we excel in for assessing and evaluating:
• Zero-based Management (ZBM ) methodology – ZBM leverages all operations stakeholders to optimize process performance by identifying loss opportunities, stratifying and prioritizing losses to an actionable level, deploying appropriate Lean tools, and track performance to objectives through a mature Daily Performance Management System.
• Operational Excellence ( OpEx ) Site Assessment:
– Assessing the ambition, strategic and tactical deployment of OpEx and Lean
– Assessing the achievement level of the site OpEx /Lean implementation
– Assessing core foundations of OpEx implemented are actualized at the strategic level – revenue, market share, margin, savings, etc. (Jarman, 2020)
Dichotomy Solutions Performance Improvement Plan
Three-month horizon (4th Qtr. 2021)
• Locate a local marketing resource and establish a plan based on feedback and self-evaluations
• Seek out and network with other small consultancies in Maine and New England
• Develop and leverage a whitepaper for the current project in Med-Tech
• Pro Bono with other small and willing businesses to build advocacy for billable projects
Six-month horizon (1st Qtr. 2022)
• Commit full-time resourcing to Dichotomy Solutions (decouple from W2 employment )
• Deploy our marketing plan
• Schedule speaking at events
• Contact prospective clients, make appointments and visits
• Perform baseline assessments inside of client visits by touring operations and provide proposals
• Perform interim site assessments with prior clients (e.g., Green Organization) with a written report
• Seek referrals from prior project stakeholders
12-month horizon (4th Qtr. 2022)
• Complete MS project in Performance Improvement for key competencies and credentialing
• Perform additional interim site assessments with prior clients ( e.g. Green Organization) with a written report
• Adjust contractual agreements toward client-based needs, e.g., performance-based contracts
• Perform annual self-assessment for next strategic and tactical planning cycles
Galoppin, Luc., (2013) When is it time to go? (part 1). ReplyMC When is it Time to Go Part 1 Comments. (n.d.). Retrieved October 2, 2021, from http://www.reply-mc.com/2013/05/01/when-is-it-time-to-go-part-1/.
Graham, D. (2021). MGT553 Performance Consulting and Persuasive Communications. Week 7 Discussion Assignment 2 – The Progressive Case Study. https://grantham-saas.blackboard.com/ultra/courses/_14832_1/cl/outline
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