Organizational values

Organizational values

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Introduction

By formulation of this competency framework plan by DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Company”), the organization seeks to improve its employees’ ethical and legal standards so as to achieve its goals. In order to develop an operational and efficient competency framework plan for DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Company”), all stakeholders i.e., CEO, HR team, departmental heads and members of staff need to understand the importance of their conduct, integrity and abilities on the performance and reputation of the organization.

Organizational values

Incorporation of DrewNet Group, Inc., values into its employees is the core of the functioning of the competency framework plan. The values of organizations are embodied in their mission statement, corporate vision and vision statement. To ensure these values are entrenched in the employees, they should be documented and publicized in the organization’s premises and website. In this plan, therefore, I will outline the organization’s mission statement, corporate vision and vision statement as articulated by the CEO.

Mission Statement: To provide quality tailor made service to meet all of our clients’ needs through impeccable service delivery and the maximization of resources available to us while ensuring growth and sustainability.

Vision Statement: To impact the lives of our clients, employees and society at large by respecting every person’s rights and creation of opportunities of growth to these people.

Corporate Vision: Give clients value for their money and ensure maximization of stakeholder investment.

The Competency Culture

Following the incorporation of DrewNet Group, Inc., values, development of the competency culture in this organization comes next. The competency culture entails the cultivation of the need for proper qualified and skilled staff in every required area. This creates a need to be better in the employees. The competency culture is grown based on hiring and firing practices, salaries and remunerations, promotion practices and the attitude of the senior management towards the skill levels of their juniors. An increase in the hiring of non skilled employees in positions that require a certain skill sends a message of doom to all other employees in the organization. The employees feel threatened since anyone can be hired for any job in the organization without fulfilling the requirements if such post. Such job insecurity causes laxity and reduces the productivity of the organization. Creating a culture of competency improves the quality of services rendered and also gives the organization an edge in the market. The edge leads to higher profitability and increases the lifespan of the organization since the risk of becoming obsolete is reduced.

The Director of HR with departmental heads will be required to spearhead this part of the plan by ensuring staff in their departments are evaluated according to their respective fields. Establishment of a metric to do the evaluation will be deliberated by the Director and the departmental heads to ensure it is fair and excludes bias of any sort. Creating a culture of competency improves the quality of services rendered and also gives the organization an edge in the market. The edge leads to higher profitability and increases the lifespan of the organization since the risk of becoming obsolete is reduced.

Education, Training and Professional Development Activities

However in order to undertake this exercise, departmental heads will be educated on the same. By virtue of their leadership roles, their education will have to be outsourced. This includes coaches, consultants and other professionals who are well educated on the subject to take them through and impart the required know how. This will happen in two major ways: conferences and seminars. Although the difference is minor, it plays a large role in how learning happens in the two events. Conferences will mostly be over shorter periods of time where the educators are speaking with little participation from the learners (departmental heads). This could easily be done in the organization premises in order to save on cost. Seminars on the other hand, will be over longer periods of time and the learners get to interact with the speakers and with each other to build on the material shared during the course of learning. The main reason for the outsourcing of the department heads education is to bring a new perspective in the organization at all levels.

The staff may or may not have their education outsourced. This works on the assumption that after the department heads are trained they are fit to pass this skill to members of their respective departments in a manner they deem fit. Depending on the department head and the nature of work carried out in the department, the head may choose to: give a lecture on the new methods learnt, teach by being an example (apprenticeship) or use job rotation. The lecturing method is the most inefficient way to pass skill and the Director of HR highly discourages the use of that method. It solely depends on the attention span and retention of the members of staff and it is difficult to evaluate the results. Apprenticeship is highly recommended although not in old-fashioned implementations. It should be exclusive to each department and not just blanket application throughout the organization. The department head may decide not to expressly tell his team that he is teaching them through this method rather a change in the mode of operation and policy in the department will shape the staff’s outlook and also lead to a change in them. The implementation of job rotation needs patience and confidence in one’s team since it requires people perform tasks they had probably never performed before. It builds confidence and reduces exclusivity of skill set in the work place since more than one person can perform a particular task.

The training methods described above require funding in order to be implemented. The main focus should be on the outsourced methods since they will be more expensive to implement. The trainers need to be paid, venues need to be hired and in the case of seminars, food and accommodation for the department heads. This is a major concern seeing, the organization is not at its best at the moment and any funding must be properly justified. The Director of HR would like to propose the acquisition of a loan in order to facilitate this exercise. The loan need not be the entire sum required but just an addition to what the company will be able to access.

Barriers to Education, Training and Professional Development Activities

The attitude of employees towards the activities. This goes a long way in the learning and retention of skills required. The employees should see this is a mode of gaining fresh knowledge that will be useful in the realization of their purpose.

Funding. Inadequate funding will really disrupt the whole process since not everything envisioned to be covered will be achieved and hence will create a loophole in the learning process.

Total Quality Management

In order to maximize profits and ensure accountability, the Director of HR recommends the use of a combination of the traditional total quality management (TQM) method and the total quality human resource management (TQHRM). TQM is a strategic systematic approach that is customer-based and requires total employee involvement. It employs fact based decision making through a system that is process centered, makes use of good communication and is reliant on the continuous improvement of employees. TQM requires employees to be up to speed with training, improve their service delivery and helps reduce error in all stages of production. Therefore, by implementation of the TQM, the organization will: build competitiveness among the staff, be versatile enough to cope with changing market trends, reduce costs, increase productivity and profitability. TQHRM remedies the insensitive nature of the traditional TQM towards the employees of the organization. TQM only looks at an employee as a means to higher productivity and profitability whereas TQHRM ensures proper employee-employee and employer-employee relations. The combination will therefore protect both the interests of the employer and the employee by ensuring maximum profitability while preserving the dignity of the employee.

Evaluation metric

To evaluate the success of the competency framework plan, the Director of HR will put into place an outcome based performance appraisal – Management by Objectives. Employees will be judged on achieved performance outcomes. They will be evaluated on how well they perform a specific task of objectives critical in the successful completion of their jobs. To ensure perfect results the objectives will be given to them by their department heads at the start of the period in which the objectives are meant to be accomplished. These goals will be specific to each employee for a particular period of time and feedback awarded to the employees. The appraisal will be used to gauge the expected vs. actual performance of the employees and paint a picture of the realization of organizational goals after a specified time.

Climate of the organization

Analysis of the organization’s climate during the implementation of the competency framework plan gives the Director of HR a chance to observe whether the plan is working. This may help tweak a few areas which may be implemented poorly or ineffective to efficient operation of the plan and prevent a perceived wastage of company resources by the CEO. The climate also speaks to what the employees have gained from the various methods used to create a competence culture in the organization. It will be clear whether the employees view the implemented mechanisms as a manipulated tool by the management or as helpful input. This is important since the organization is only as strong as its employees who ensure the efficient day to day performance of tasks in realization of the organization’s goals. It also helps in boosting morale of the employees since they are appreciated and their views are instrumental in the management of the organization. The climate analysis will be carried out in two steps: (I) view of the department heads in regards to their education, its implications, changes (if any) in their respective departments and the approach taken in handling their respective departments (II) view of the members of the staff regarding their training, its implications, changes (if any) and their reaction to the various teaching methods used by the department skills. This information will help the Director of HR assess the matter and should be availed to the CEO regardless of the situation.

Remediation plan

If after this evaluation, the competency framework plan is not as effective as expected; a survey shall be conducted throughout the organization to determine what is in the best interest of all stakeholders. In line with the findings of the survey, Director of HR will be required to show the pitfalls of the process of the actualization of the competency framework plan from inception till failure. The CEO will overlook this process and go over the Director’s conclusions. The Director in his presentation to the CEO will suggest solutions to the problems, whether the newly suggested solutions will be implemented or not will be left to the discretion of the CEO. The suggested solutions are to be accompanied by a report detailing the implementation of the competency framework plan. The report should cover all issues raised in the assessment before the plan, the plan and during the implementation. A careful distinction should be made between these three phases and the challenges that arose in all the stages also shown.

Conclusion

It is paramount that the competency framework plan formulated is implemented in full effect in the time frame provided in order to maximize results. The plan is exclusive to DrewNet Group, Inc., since it captures the inefficiencies in this particular organization and seeks to rectify these shortcomings in order to achieve the organization’s goal. Although, there exist barriers to the implementation of the plan, I have analyzed them and suggested solutions to them both long term and short term. The benefits outweigh the apparent problems and the competency framework plan in fact acts as a solution to some of these problems. In order to ensure longevity and productivity of the organization, management needs to think proactively not retrospectively.

I believe I am the perfect candidate to ensure the implementation of this competency framework plan as a solution to the organization’s needs. This is because I: bring a fresh perspective into the organization, have interacted with employees of the organization and take a hands-on approach to tackle the issues raised.

Takeaway: This assignment has helped me realize the value of the course materials in a real-life scenario since that has been my main guide as I tackled this assignment. Also, I have learnt to appreciate the role employee satisfaction plays in the performance of an organization. Lastly, it is invaluable to incorporate organizational values into employees to give them a sense of worth working.

References

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