Key Issues, Goals, and Options of the Change - Essay Example

Models of Change Case Study 5 Key Issues, Goals and Options of the Change The training team from the midsized organization needed to change its training formula from the traditional outsourcing to the internal training method. The external training was being carried too often and yet their performance was still lagging behind. The goal of the training team was to increase its potential as well as improve its service delivery through non training methods in order to change its performance problems. The aim was to develop a procedure that could be used to choose an internally performance improvement mechanism, that would guarantee the projects value added results (Van Tiem, Moseley & Dessinger, 2012). In addition, the team also wanted to use the human performance improved methods to promote success. Initially, the team’s department had developed a long term goal which frequently inconvenienced the team members, especially when there was a new project. Historically, training on the projects was being focused for the clients. The incoming projects were also beyond the team members’ capacity to handle them. The team needed a training that would promote an individual’s capacity to handle more work, rather than an individual’s skill on a specific topic or area. Additionally, all projects were monitored individually rather than collectively (Van Tiem, Moseley & Dessinger, 2012). Change Link between Intervention and HPT Model There is a clear relationship between the company’s change program and the HPT model in implementing change. The company significantly wanted to expand its operations capacity and its employee’s level of service by using non training methods in order to realize the projects value (Binder, 1998). The HTP models were used to improve the employees’ performance in order to enhance effectiveness in the organization. The HPT model recognizes the importance of the organizational and the individual factors in influencing an employee’s performance. The individual’s factors include capacity, knowledge and motives. The organizational factors include incentives, its instruments and data. The company hopes to improve its capacity and employees skills which are linked to the HPT individual factors of influencing behavior (Binder, 1998). The company’s change initiative is interrelated with the HPT model, such that the organization will not achieve its goal unless it changes the HPT individual factors. The company will need to equip its employees with the right knowledge in order to explain to the customers effectively. Through the employees acquiring the right skills and knowledge, the problem of over burdening would be minimized. Hence, the company’s change and the HTP model are interrelated because it would HTP variables to effect the change (Binder, 1998). Intervention from a Cost or Benefit Perspective The team’s immediate actions include; excluding its first come first served basis for dispersing projects and to balance its members work load. The measures for managing the transition included design, development and the deployment. A new approach was used for managing performance on the incoming projects. The new process was designed to focus on some expected outcomes other than the activities. Information was gathered during the initial customer meeting to determine the costs of the problem and its solution and the financial gain expected by the customer (Van Tiem, Moseley & Dessinger, 2012). The new approach focused on the actual or desired performance which centered on three major issues. The three issues include the work, the workplace and the worker which revolves around human performance improvement program. The new approach focused on managing value in the projects through assessing the client’s solution cost and the company’s cost of the project. The evaluation helped the company develop its team members’ capabilities and the customers’ value for their money (Van Tiem, Moseley & Dessinger, 2012). Through the value focus approach, it enhanced partnerships between the company and the customers due to positive results the customers realized. Through the collaborative teamwork, the high skilled workers were able to teach the unskilled ones, in order to reduce their heavy workloads (Van Tiem, Moseley & Dessinger, 2012). The Six Boxes Model The six boxes theory contains two factors that influence employees’ performance: Organizational and individual factors. Under individual factors; the employees’ knowledge was improved through teamwork training, where the skilled employees were assigned with the unskilled in order to boost their skills to promote reduce the workloads (Binder, 1998). Capacity was enhanced through the assignment of the newly-trained employees to the specific departments. The organizations incoming projects were also effectively managed through the specialization of the employees in their specific departments. The teams’ attitudes were improved through the training of the unskilled employees, which realized the reduction of work stress which henceforth reduced the overburdening of the skilled employees (Binder, 1998). Under the organizational factors; the expectations of the team members were to focus on value rather than the activities. The new approach was streamlined so as to meet both the company’s and customers’ expectations. In terms of resources to fulfill the company’s expectations, the company employed technological systems to monitor its projects. The company also carried out research from the clients in order to determine defects in their training. The company’s incentive was in the form of non financial reward system. The Incentive was based on performance training which was instituted to ease the employees’ workload and to expand the company’s capacity (Binder, 1998). Recommendations to the company The company should have a job rotation based criteria within its department in order to promote specialization within every aspect of its mandate. The rotation program will assist the unskilled employees to learn about each intervention measure that is required from each team. In the process, some of the skilled employees may get overworked, increase in work load or may delay his work by the course of the day. Hence, the job rotation is more effective and has a long term effect on the employees’ skills (Pershing, Stolovitch, & Keeps, 2006).  To prevent the interference of the incoming projects, the company can form a contingency team; that is hired specifically for this purpose. The company having this recurrent problem for a long time can however prevent such a situation by fixing a permanent solution like this. The training of the unskilled workers alone does not solve the situation, but only provides a means to an end. The situation can get worse especially when multiple projects arise at once. The team can be trained but they can also be engaged with some work in progress. The contingency team having minimal work at the time; can save the situation by preventing stoppages of other urgent work carried out by the rest of the employees (Pershing, Stolovitch, & Keeps, 2006).  Application To address performance improvement, the need for goal consensus needs to be stated at inception. There will be a discussion between the client and my management in order to set each other’s priorities right. The importance of the meeting will be to critically analyze the client’s needs in order to avoid future dissatisfaction and wastage of resources on the company’s side. The employees’ skills and capabilities will then be evaluated in order to determine the intervention measures to be enforced for the purpose of improving the employees’ effectiveness. The other importance is to discuss with the client at inception, the precautionary measure to be taken by him or her, in case of anomalies which may happen (Pershing, Stolovitch, & Keeps, 2006).  The model is also effective in planning the day to day activities of my organization. The model provides a guideline in assessing the variables that affect the individual or groups’ performance I manage and provide solution that might make a difference. Discussions or performance appraisal can be integrated in order to interpret the gap that might exist between them and their achievements. The gap established, I can then apply the measures by agreeing with the employees on the targets that are expected to be achieved, so as they can apply an effective six boxes category, in meeting their targets (Pershing, Stolovitch, & Keeps, 2006).  Conclusion The modern technology has aided in boosting efficiency in many organisation. Various activities such as training and mentorship programmes can be carried out via the internet. In this regard, organisations should adopt full usage of the modern technology to improve efficiency and reliability by clients. Teamwork has always proved to be the best mechanism to improve output per head and therefore organisations should always work to promote friendly relationship among the employees. However, for a team to work effectively, there should be well established goals to be achieved. In summary, managers should devise effective team working strategies to enhance organisational efficiency. References Van Tiem, D. , Moseley, J. L., Dessinger, J. C. (2012).Fundamentals of performance improvement: Optimizing results through people, process, and organizations : interventions, performance support tools, case studies. San Francisco, CA: Pfeiffer. Binder, C.,(1998). The six boxes: A Descendent of Gilberts Behavior Engineering Model. Retrieved on 7th Mar 2015 from: http://www.binder-riha.com/sixboxes.pdf Pershing, J. A., Stolovitch, H. D., & Keeps, E. J. (2006). Handbook of Human Performance Technology: Principles, Practices, and Potential. Hoboken: John Wiley & Sons. Read More