KB 43 Managing Project Teams

KNOWLEDGE BEANS a human resource newsletter

issue no 43 | feb 2012

continued from previous page | MANAGING A MULTI-LOCATION TEAM : Shantanu Bhamare

The challenges of multi-location team Managing multi-location teams effectively is a challenge for a number of reasons like: Relationships Trust Team skill sets Addition of communication complexity Availability of communication channel Distance Time zone differences Work type Team experience/maturity Team communication skills Advantages of multi-location team Project resources can be selected based on the person who is best suited for the project Team formation does not involve re-location costs Occasional technical experts can be added to the team regardless of their location without the need for travel expenses You may be tempted to select a resource in a country whose currency exchange rate seems to be favourable i.e. appears to be exceptionally low priced Atyaasaa was working with large high growth software MNC, encountering few business challenges to bring them out of the obscurity. The ordeals were faced due to ineffective leadership capabilities at senior level, which led to issues around productivity, delivery schedules, customer satisfaction, attrition and de-motivated teams. Intervention strategy Atyaasaa used the ADDIE process to establish high end strategies to deal with this situation and work on the competency gaps identified for the key leaders. We decided to implement the one on one coaching methodology to enhance the leadership quotient and personal as well as organizational competencies. Pedagogy The executive coaching strategy comprised 10 sessions of 1 hour each. Atyaasaa gathered information of the participants through PMS data, available profiling reports and interactions with HR business partners as well as protégées’ managers. This executive coaching programme comprised the following steps: 1. Zero meeting with participants for ice-breaking, rapport building, understanding the inclination towards learning and developing “ The finest project is an outcome of a supple balance between managing processes and people.” BEAN STATEMENT trust in the coaching process. This helped in identifying the coaching goals and priorities and helped to decide the future individualized strategy for the protégées. 2. Protégée profiling involved developing trackers and mapping the new success behaviours. 3. Behaviour and management models were used to enhance the business acumen of the protégée. 4. Multimedia tools, presentations and caselets imparted experiential learning to the protégées. 5. Regular monitoring of the progress of protégées was done through goal grid . 6. Continuous review of process was undertaken with the help of diagnostic tools and interaction with HR personnel as well as protégées’managers.

BUILDINGLEADERSHIPINSIGHTSTHROUGHCOACHING CASESTUDY Atyaasaa

7. Final review was based on Kirkpatrick model and was communicated to the stakeholders. 8. The entire coaching process was based on established internal motivator’s of protégées. 9. A detailed report of the end to end process was also handed over to the protégée for easy reference. Challenges in implementations A few challenges faced by Atyaasaa were tight schedules of protégées resulting in frequent cancellation/postponing, pre-work delays and time constraints. Furthermore, insecurity of the protégée led to resistance to open up with the coach. Outcomes and insights The protégées opined on taking faster and better decisions, seeing problems as challenges and maintaining reports for improved results from teams through the learnings of the coaching process. The protégées were able to delegate more effectively, thus ensuring development of team capability. They also shared on being able to effectually balance work and family while developing enhanced understanding of different situations.

4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00

Following Kirkpatrick’s

were

the

effectiveness scores of the protégées tracked post completion of coaching:

Reaction Index

Learning Index

Behavoural Index

Result Index

PSYCHOMETRIC PROFILING

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