Aug 2012 | People & Change Consultants India Between the Lines The Six Disciplines of Breakthrough Learning By Calhoun Wick, Roy Pollock, Andrew Jefferson, and Richard Flanagan “A silly question is often the first intimation of some totally new development”. Volume 5 In this issue The Six Disciples of Breakthrough Learning A Culture of Positive Relationships by Birjendu Gupta, Director, Pricewaterhouse Coopers A tête-à-tête with Parijat Thakur, HR Head, Jones Lang LaSalle 1. Define business outcomes - Link program objectives to business needs - Agree on definition of success - Define what participants will do better. 2. Design the complete experience - Include what happens before and after the classroom - Redefine the finish line from the end of class to the generation of results 3. Deliver for application - Show how content relates to current business issues - Give participants time to reflect on how they will apply. 4. Drive follow through - Actively manage the process - Involve managers - Ensure accountability. 5. Deploy active support - Provide ongoing support from facilitators, coaches, and managers - Provide practical how-to guides to facilitate transfer 6. Document results - Collect credible data on the outcomes - Report results to management and use to market program.
Transcript
Aug 2012 | People & Change Consultants India
Between the Lines The Six Disciplines of Breakthrough Learning By Calhoun Wick, Roy Pollock, Andrew Jefferson, and Richard Flanagan
“A silly question is often the first intimation of some totally new development”.
Volume 5
In this issue
The Six Disciples of
Breakthrough
Learning
A Culture of Positive
Relationships by
Birjendu Gupta,
Director,
Pricewaterhouse
Coopers
A tête-à-tête with
Parijat Thakur, HR
Head, Jones Lang
LaSalle
1. Define business outcomes - Link program objectives to business needs - Agree on definition of success - Define what participants will do better.
2. Design the complete experience - Include what happens before and after the classroom - Redefine the finish line from the end of class to the generation of results
3. Deliver for application - Show how content relates to current business issues - Give participants time to reflect on how they will apply.
4. Drive follow through - Actively manage the process - Involve managers - Ensure accountability.
5. Deploy active support - Provide ongoing support from facilitators, coaches, and managers - Provide practical how-to guides to facilitate transfer
6. Document results - Collect credible data on the outcomes - Report results to management and use to market program.
Coaching and Relationships at the Core of
Connecting with People – Brijendu Gupta
Over the last few decades workplace
dynamics has been changing at such a rapid
pace that it is becoming increasingly
challenging for the 20th Century managers to
manage the 21st century workforce.
Traditional command and control leadership
style has given way to a more “leaders
develop leaders” approach. Organizations are
resorting to innovative individualised
developmental initiatives rather than a one
size fits all training approach. Coaching as a
concept which focuses on individualised
development became popular since the time
International Coaching Federation was
formed sometime in the year 1995. Since
then it has become globally a $2billion
industry (see research by PwC and ICF at
www.icf.org). Like any new change initiative,
in India it is travelling a bumpy ride. At the
core are social exchanges between
individuals and these exchanges foster a
relationship. An experience of positive
relationships helps to develop a connected
workforce.
PwC is one of the big four professional services
firms globally. In India the firm has been in
existence for over hundred years. Our service
culture thrives to provide the PwC experience to
our clients as well as people. Given below is the
diagrammatic representation of how we provide
a distinctive experience to our people and client
in four dimensions. In order to provide this
experience there are ten core competencies that
has been identified to develop our people. In a
business that has supremely intelligent people as
its asset the organization has an intense focus in
training the managers and above level of staff in
two basic tenets of connecting with human
beings viz. (A) Coaching and (B) Relationship
Skills.
Failure is not fatal, but failure to change might be
- John Wooden
Mr. Birjendu Gupta heads the Talent development function at PwC Pvt. Ltd. He has a rich experience in sales, operations, business development, learning and organizational development in various large corporates. In his various roles Brijendu has enabled organizations to develop and retain a strategic focus on learning and development as a core function. In this article, Brijendu shares his views on how PwC focuses on the two basic tenets of coaching and relationships skills to connect with its people. You can contact Mr. Brijendu Gupta at: [email protected]
Globally the firm practices the 70:20:10 principle
of developing an individual where 10% of an
individual’s development happens through
formal classroom or learning sessions, 20%
happens by working with seniors, coaches,
mentors and 70% happens on the job. Though
there are classroom training workshops in
Coaching and Relationship skills there is a
constant endeavour to practice the 20 and 70 of
the development i.e. working with seniors,
coaches and fostering on the job learning.
Over the past few years several hundred
managers and above category of staff has been
trained in relationship and coaching skills. Post
training an attempt is made to ensure that the
learnings are practiced at workplace. This is done
by reinforcing the key messages through focused
small provide value to both set of stakeholders.
This approach helps the firm to follow the
70:20:10 principle and attempt develop a culture
of positive relationships.
group discussions around how coaching and
building relationship with our client and people
will help us
There are a few, if any, jobs in which ability alone is sufficient. Needed also are loyalty, sincerity, enthusiasm and team play. – William B. Given Jr.
Does your organization believe in lateral hiring
or believe mostly in developing leaders from
within the organization?
This would be a mix of both. A hiring situation is
dependent on certain factors. There could be a
specific need which would prompt us to go
external and launch a search. Alternatively
there would be sparks whom we would have
picked up and invested in. We have allowed
internal talent to participate in evaluations for
senior roles and extended opportunities
accordingly.
How does the training team partner in
developing leaders?
L&D plays an advisory role in essentially leading
the way from a road map perspective. The
business and Human Resources may have ideas
about lending and equipping leaders with
relevant skill sets or introduce interventions
which will propel them to the next level. But
the ammunition and the tools to enable the
process will come from L&D. All diagnostics are
conducted by the L&D function.
Help us understand how you structure your
leadership development initiatives.
The following goals help us to that.
- Enable a succession plan for the first line of
defense
- Understand the potential of talent embracing
different roles
- The above stem from the 9 cell mechanism. A
tool which identifies the stallions from the rest.
What are some of your hallmark initiatives?
- Structured programs around soft skills. The top
100 people go through these programs every
year
- Technical training
- Managerial Excellence programs
- Industry related certifications
- OD interventions
- Online training modules covering different
subjects
Mr. Parijat Thakur is currently a part of the HR leadership with Jones Lang LaSalle, India. In his role, he spearheads HR efforts for the IFM (Integrated Facilities Management) business. The role entails strategic responsibilities which enables the function to align with business growth. The IFM business today has 4000 employees on Jones Lang LaSalle rolls. Parijat’s earlier stints include KPMG, PwC, Thomas Cook and IMS Learning Resources. He brings ten years of corporate HR experience to the table and notably has been in intense business partnering roles since 2007.
What challenges do you face while
implementing the development roadmaps?
Budgets can be areas of discussion in these
economic times. We are lucky on that part as
the organization is committed to investing in
our people. The larger picture of retention and
holding on to our top talent has to be kept in
mind.
How much do you depend on external
organizations to deliver your initiatives?
This is again dependent on the kind of
programs. It's a mix of internal training wherein
we would have in house trainers who would
have gone through a “train the trainer module”.
These trainers would be a mix of Business and
Human Resources. Depending upon the
complexities some programs or interventions
would be managed externally.
How do you measure effectiveness of your
initiatives?
Feedback mechanisms and surveys.
People & Change Consultants India
www.pccindia.org
People and Change Consultants India #898, 10th A Cross RBI Layout JP Nagar 7th Phase, Bangalore-560078
