Implementation of oS-Results

Implementation of OS-Results

Fig.: Consulting support for action planning

Tips for improving Action Planning Following OS

Requirements: The return rate compares, roughly speaking, the number of the questionnaires that go out to the authorized OS participants to the number of incoming completed questionnaires. Return rates are calculated for the company as a whole and also in more detail for each of the surveyed organizational units.

ISPA Support: We offer calculations of the return rates continuously from beginning to end of the completion period. By doing so we are able to identify highs and lows of participation in single organizational units, which enables client companies to react accordingly, for example by sending reminders or giving participants more time to fill in the questionnaires. It must be noted that rates of return are only useful for management decisions if the respondents are willing to indicate their affiliation to the organizational units of the company. Otherwise the calculated rates, either too high or too low, will not yield meaningful results.

Requirements: Effective and efficient action planning following OS requires, among other things, excellent organization. It is not sufficient to make supervisors responsible for action planning in their organizational units, although this is, regrettably, still practiced in many companies. Generally speaking, action planning can be organized in two different ways:

  1. Decentralized in workshops on the departmental level including all staff members of those organizational units;
  2. Centralized in expert meetings on a company-wide level.

ISPA support: ISPA consult tends to integrate the two approaches, focusing on decentralized action planning in workshops moderated by the direct supervisor or by other people. If the direct supervisors are expected to moderate, we offer moderation trainings and other individual support. If, however, workshop moderation requires delegation to professionals, we are able to strengthen the HR department with highly specialized consultants from the ISPA consult team according to current demand and agreement on an obligatory time schedule. We recommend centralized action planning when company-wide solutions are demanded arising from the identification of similar issues in many organizational units of the company. A centralized type of action planning is also recommendable when the results of decentralized action planning need further handling by specialists before being introduced throughout the company. To aid in this process, we offer the contribution of our experienced consultants who might become a member of those expert teams or can function external advisors.

Requirements: When action planning takes place in multiple locations within the company, keeping track of the proceedings can become difficult. As a consequence, the processes of action planning run the risk of being perceived as out of control by the top management. Experience shows that if this is the case, even rather promising processes of action planning frequently fail or cannot tap their full potential. Multi-project management offers a number of interesting concepts and tools, which might be applied in order to manage action planning.

ISPA support: On demand of client companies we have developed a special software package, called “Follow-up Activity Planner” (FAP). This software allows the central OS project team, as well as lower ranked project teams and other authorized supervisors who have access to the data, to monitor the present state of action planning in the company at any given point. Colored markers indicate whether the progress of the action planning of a specific organizational unit goes according to plan (marked green) or shows minor or even larger backlogs (marked yellow or red).

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Requirements: In general, there is only limited time available for action planning workshops with staff members on the departmental level. Therefore, it is essential to optimize the process of action planning and its contents in order to get the best possible results in terms of ideas, concepts, and tools for improving present working conditions. Possibly divergent needs and goals of the participants as well as, for example, destructive personal conflicts within the working groups can always pose a challenge and might make cooperative decision-making very difficult or, at worst, impossible.

ISPA support: We prefer a rational look at the action planning processes, composed of problem analysis, search for suitable courses of action, evaluation of alternative identified problem solutions, and, finally, decision-making followed by implementation and controlling of the planned changes. Though highly interrelated, each component is considered separately and the subject of specific methods and tools. Client companies decide whether supervisors or members of the HR department are able and ready to manage these processes or whether professional help from our specialists in consulting and workshop moderation is demanded. In this case, our specialists enhance the capacity and competency of the client’s HR department during the most important phase of OS.