1

Reference Compendium

CSIR Enterprise Transformation & ICT Project Initiatives Team

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Organizational capabilities are key intangible assets. These capabilities – the

collective skills, abilities, and expertise of an organization – are the outcome of

investments in nurturing values, opportunities for augmenting competencies, ambience

for professional development, advocacy, communication, grooming of talent and

leadership abilities at all levels.

Organisations that excel are good at making important changes rapidly.

Goa Summit marks the unique transition for a commitment and ownership in the

direction of implementing a purposive change.

It is important that, while we do what is right for CSIR as an enterprise, we focus on a

transformation to infuse enhanced levels of proficiency, build a dynamic team culture

that leverages technology solutions for improved quality of services to our internal and

external stakeholders, reinvent policies and practices for building our enterprise to

guarantee results and look at opportunities rather than problems.

The Learning compendium is a modest attempt to put together a collective compilation

of knowledge inputs and experiential insights to enable employees comprehend the

framework of interventions that are being implemented and to help them partner in the

efforts to usher in the purposive changes

Dr Radhakrishnan Dr K. Jayakumar IAS Dr Gangan Pratap

Project Leader Joint Secretary CSIR Director NISCAIR

Dr Nagesh Iyer Chairperson

CSIR EnterpriseTransformation &

ICT Interventions Project Team

Preface

The Team thanks the following members for assistance in compiling the compendium Diagrams/ Charts : Ms Rolly Seth, Ms Prerna

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Chapter 1

Overview of Enterprise Applications for automation of business processes

1-17

Chapter 2

Realizing a purposive transformative change

18-27

Chapter 3

Human Resources Management and Organisation Development Perspectives

28-33

Chapter 4

Inculcation of Values and Development of Job related Competencies through NAUTICAL Operations

34-52

Chapter 5 Enterprise Applications being developed for CSIR Operations

53-78

Appendix

Ten Point Charter of Resolutions for transforming CSIR

79-83

Index of Contents

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1.1 Overview of Enterprise Application (EA) An Enterprise Application is an integrated software system that allows an Organisation to automate its operations and seamlessly integrate many of its business processes enabling thereby (i) sharing of information across organisational units, (ii) implementing workflows aligned with processes that are followed and (iii) enforcing practices across the enterprise in keeping with the functional

requirements. The enterprise applications facilitate the generation, access and management of information in a real time environment. Since enterprise applications often deal with planning and utilization of resources across the organisation, they are also commonly referred to as Enterprise Resource Planning System (ERPS). 1.2 Integration across disparate Information Systems Enterprise applications use unified databases to store data for the various application modules and replace islands of information by integrating traditional management functions, such as financial management, payroll, human resources management, procurement, stores, inventory, infrastructure/ facilities management, programme implementation and operations with other functions such as issue resolution, record management, decision support, analytics, reporting, system alerts/ escalations as also other aspects of organized activity required for efficient Organisational functioning.

Chapter 1 Overview of Enterprise Applications For automation of business processes

Policies

Decision Support

Shared Data/ Information

Analytics

Process Re-engineering

Planning & Program Implementation

Financial Management

Human Resources Management

Innovation

Knowledge Manage-ment

Progressive Work Practices

Organiza-tional Values & Culture

Managing Change

Collaboration & Teamwork

Upgrading Individual / Institutional

Instituting mechanisms for Review

Research Activities

Stores & Purchase

Facilities Manage-ment

Resource Deploy-ment

Asset Manage-ment

Service Orientation

Risk Mitigation

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1.3 Architecture and Behaviour of an Enterprise Application A typical Enterprise application is architected using multiple software modules and components organised in layers that interface with each other providing the required capabilities. The modules call each other passing information and parameters in ways that are aligned with the automation requirements and process logic. Design documents, schematics, diagrams ( referred to as artifacts) that are documented during the requirements gathering phase of software development. These can be activity diagrams, usecase diagrams, process workflows, schematic representation of software layers, class diagrams and collaboration diagrams which are extensively used to capture the functionality of software. The behaviour of the software is designed to implement the workflow, obtaining user inputs wherever required and providing appropriate instructions or feedback to the user. All employees become a part of emerging online working experiences, which brings new energy and innovation to the organisations’ collective initiatives The functions implemented in the software enable performance of tasks such as those given hereunder ; (a) capture information related to a transaction, process such information in the

prescribed manner and update the database or (b) search and seek information that is stored in the database by other modules and

present them to the user in appropriate ways. (c) present information as reports for viewing or printing and also as dashboards for

visual updates. The usefulness of the system automation is enhanced when the design and development of applications takes into consideration the following ; (a) automation of processes are aligned with the business functions and domain

related transactions in a manner that results in reduction in efforts/ costs, improved use of resources, enhanced accountability, improved efficiencies

(b) user interfaces are adapted to the needs and profiles of the user and engage his attention

(c) forms automating transactions are designed with a familiar appearance that users can relate to, with pre-population of data fields wherever appropriate, when a key

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information is input in the form. This eliminates the necessity for repetitive data entry of information previously captured and available in the database

(d) the automation implements the business rules to authenticate information input by the user and validates the user interactions. Wherever user interactions are inappropriate, information is provided that is relevant to the user to correct and do the right entries or perform the transactions in the manner expected.

(e) the behaviour of the software is intuitively designed to provide instructions, tips or feedback to the user and notifies or alerts him of certain conditions or events at appropriate points in time

(f) the user interaction links are presented in an elegant, uncluttered manner dynamically, disclosing information or links progressively keeping pace with the progression of user interactions, invocation of links or movement across the screen

(g) leverage intelligence, operation analytics and metrics that enable identification and elimination of activities or process steps that add minimal value to a given operation

(h) providing features and capabilities required to configure and manage the software, define users profiles and their access privileges, or to change the behaviour of the software in keeping with the changing requirements which can be anticipated and foreseen

The overall architecture for the enterprise applications would need to ensure

that the software components are extensible and scalable to adapt to the dynamic environments and need to iteratively improve on the capabilities of the software. In order to minimize the risk, there is an increasing trend where the applications development is moving towards n-tier architecture. Architecture components relate to – Application – Information – Component ware – Data – Applications Configuration – Integration – Network – Platform – Security and Directory Services – Systems Management Enterprise Applications are designed with reusable components on the basis of rapid prototyping model to reduce the software development cycle. This would mean that applications are built by assembling and integrating components, rather than by creating custom code.

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As the business processes of Departments or Divisions change, the business rules in the applications that support those organizational units must also be changed. Business rules hence, would need to be isolated into components.

1.4 Deployment of Enterprise Applications The Software developed is deployed in a hardware infrastructure which can comprise of application servers, database servers, storage disk arrays, and network devices with associated power packs. Failsafe implementations require that certain redundancy is built in to mitigate risks associated with any disk crash or device or system failures. Hardware configurations help achieve the required levels of integration, scalability and availability of the application. Enterprise Applications are to be designed on the basis of 3 tier or n tier architecture The logical separation of the tiers for: user interface(s); business rules; and data access code allows for simple, straightforward additions to each of the three tiers without undue impacts on the others.

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The logical separation of the tiers also allows for changing the platforms where the tiers are deployed, resulting in a high degree of scalability. As transaction loads, response times, or throughputs change, a tier can be moved from the platform on which it executes to another, more powerful platform - or be spread over multiple machines - without impacting the other tiers. Enterprise Applications are also planned for extensibility and scalability • this would mean that applications must evolve to support new business

requirements and make use of new technologies. • extensibility includes functional scalability

1.5 Ability of EA to add Value to the Business On account of integration across various software modules, all users get to see and use the same data. This ensures that inaccuracies are avoided, while the processes rely on information which is updated to reflect the current state of affairs. With an appropriate design, the applications can present information on (i) the manner in which resources are deployed and used, (ii) performances of the various operations in the system, (iii) intuitive guidance to users and assistance adapted to the nature of the

transactions that are being performed in a given operation.

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It is increasingly seen that EA are developed with user interfaces that are adapted to the profiles of the users and the tasks that they perform within the system. Information on performances of the system, the characteristics of the transactions that require to be focussed on or aspects that need to be brought to the attention of the user are presented to him in the form of dashboards, to enable him take appropriate action. These dashboards are designed in keeping with the profile of the user and hence, can vary across user roles, levels, functions or divisions across the enterprise. 1.6 What ERP Systems Attempt to do

• ERP systems aid in the control and communication of business activities, such as managing resources, handling of procurement, managing infrastructure and facilities, evaluating performances of system, improving the process efficiency and analysis of business processes within an interactive environment.

• Synchronization of departmental activities across various units and integrating human resources, finances, operations, R&D, quality assurance, projects, planning, marketing, procurement /stores, infrastructure and facilities management, security/ safety and surveillance, logistics, etc.

• Monitoring, sharing, and tracking of information throughout the organization and enables changes in key values to be applied uniformly across all operations throughout the system.

• Data integrity is ensured by allowing users to view, edit, update data in keeping with their roles within the organisation.

• The usage of the system can be monitored through logs, system reports, electronic traces across transactions as also through security and surveillance interfaces.

1.7 ERP Modules ERP systems cater to a wide range of functional requirements of an Enterprise as can be seen from the illustrative list given below. • Professional HR Practices – encompassing employee self services, recruitment,

performance assessment, training, career advancements, retirement and other operations associated with the life cycle events

• Learning Management - Talent Acquisition Tools, eLearning Portals and Knowledge Repositories

• Workforce Planning – job description, allocation of roles, activity logging, messaging, dynamic constitution of teams, work review, counselling, work place learning, project management

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• Policy and Performance Management – appropriate design of metrics that can help track performance, policies which can foster professionalism and infusion of a performance culture

• Mechanisms that can be instituted to guarantee results with associated advocacy, management of change, infusion of values

• Projects Tracking • Asset and Space Management • Management of Services and Logistics • Case Management – knowledge capture within the enterprise, sharing of best

practices • Compliance Monitoring – adherence to policies, log reports on deviations/

exception alongside the rationale/ justifications • Budget Formulation/Execution

• Infrastructure and Facilities Management • Stakeholders Engagement • Advocacy & Media Management • Research and Development • Procurement, Stores and Inventory/ Materials Management 1.8 Innovative use of Enterprise Applications The enterprise applications enable continuous monitoring of systems. Insights on system performances can lead to efforts for re-engineering of processes to bring about enhanced levels of efficiencies. ERP systems allow an organisation to concentrate on its processes across functional domains and boundaries. It is prudent practice to design ERP software taking into consideration the following aspects

• The application would need to be flexible, secure and modular providing scope for iterative improvements

• Combine collaboration, communication and transaction processing • Enable reports/ visual presentation of information to be customized

• Implements tabs and touch points for personal settings, enhanced user experience such as process performances users may want to track, or activity profiles in focus areas

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1.9 EA Challenges Risks

• Managing enterprise resources, information assets and their costs • Controlling total life cycle costs for ERP projects spanning multiple enterprise units and instances • Managing risks associated with security/ maintenance of ERP resources

Cost

• Reacting quickly and responsively to new demands for ERP enhancements, e.g., new processes, information, user requirements, transaction designs, workflow alterations, changes in business rules

• Measuring and improving benefits to the organisation

Value • Maintaining performance, availability and continuity • Managing the information and systems infrastructures • Dealing with vendor or product uncertainty • Upgradation of software with associated software architecture changes

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Maintenance, backup, disaster rec. etc., Control: • ownership of the security of the system and timings of upgrades; and Convenience: help is on-site Achieving and maintaining “Buy-In” Providing a system with functionality that supports users in their jobs. Simple and intuitive user interface with easy-to-use online help; Communicating any changes to the system before they take place and

publicizing new functionality as it becomes available; Providing clear guidance on where to go for help and ensure that help is

available; Developing an issue resolution structure and service level agreement, and

explaining it to users; Responding to user queries promptly. Providing users with short-cuts, defaults and tool kits.

The systems being designed and deployed would serve to bring about a change in behaviour of the employees. This would mean that dynamic flow of instruction, context sensitive help for users and talk back features would be incorporated in the systems. These again would be made to be flexible and dynamic with re-configuration capabilities to be invoked by Senior employees functioning as domain experts based who would provide guidance on the basis of their assessments and their analysis of situations.

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Change Management Interventions Consultation • Identify and engage key stakeholders at the earliest possible opportunity; • Consult impacted business areas on the scope of the project and the change process. Communication • Effectively communicating the impact of ERP initiative on different business processes and, where necessary, on individuals and their jobs; • Use ‘local champions’ to take the message back to their colleagues; and • Commit to an effective communication strategy for before, during and after implementation. Issue Resolution • Resolve any issues quickly and effectively. General Challenges Design and Development of software solution on a platform independent level Development of standard operation procedures User adoption–Behavioural adaptation of stakeholders Roles and responsibilities

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Implementation and realisation of outcomes Enterprise standards Management approvals; and Clarity in Roles & Responsibilities

1.10 Insights & Significant Learnings Functional perspective and operational requirements for various activities would need to be the guiding factor for the design and development of enterprise applications rather than information technology perspectives. This would mean that complexities associated with functional requirements, the responsibilities associated with job roles performed, features to ensure accountability for effective management control, management efficacy, transparency/ dissemination of information adapted to the role profiles, manageability of operations etc. would take precedence over ICT perspectives • Focus would need to be on the issues and problems related to a given process or a

transaction and not the tools • Seek out confusion and chaos to resolve them with elegant and simplified steps for

problem solving • Align the software design perspectives to mission statement and organisation goals • Remember focus areas and apply the 80/20 rule to decide priorities for automation • Understand audience and keep in mind the perspectives of the user • More than one approach – top down, bottoms up, hybrid would help in

understanding process and coming up with automation solutions • It is important not to have emotional attachments with initial models and to focus

on end result, better models • Move on to bypass ‘analysis paralysis’ situations and adopt iterative approaches to

software development • Disseminate, share, collaborate ideas, prototypes, design artifacts and moch up

implementations to validate the software design • ERP implementations are large and complex • There usually are many integration points with system modules and internal

legacy systems • Leveraging ‘best practices’ help achieve the resultant change and desired

outcomes • To support and maintain changes as well as decisions made, it helps to have a

strong and involved executive support • The design and development of enterprise applications is not a systems project but

must be a BUSINESS project • Leadership would need to come from functional divisions(s)

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• Clearly identify business case and expected results • Need collaboration and strong participation of stakeholders during design to

create successful model and momentum • Change Management strategy and practices are key to success of program

implementation and sustainability

1.11 Use of Metrics and Business Intelligence Metrics would be designed for each of the transactions, as also for key functions, operations and activities performed, in order to ensure managerial control over operations and transactions. The metrics would be referenced in a variety of ways to monitor status, trace transactions, present trends, analyse issues, diagnose situations, project scenarios, compare and contrast status across labs, divisions, teams and individuals as also for pursuing proactive interventions, flagging of dis-functionalities within the system, error trapping, ascertaining policy compliance and so on, with a view to reduce

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progressively inefficiencies in the system and institute progressively ingenious mechanisms for enhanced levels of performance. Business intelligence would need to be built up as a layer with corresponding modules to alert the users/functionary on deviances in process compliance, procedural lapses, validation of inputs, display of feedback for corrective actions as values are input in forms, fields etc or during the progression of various online transactions. 1.12 Policy – For Security & Data Protection • A consistent security policy would encompass the following activities

· Determination of overall goals and categorization of the assets (resources) involved;

• Ascertaining Risks · Analysis of threats, risks and vulnerabilities; · Deriving detailed security requirements (goals); · Determining security measures according to cost/benefit considerations

until the vulnerability is deemed to be acceptable; · Placing responsibility for individual security measures; · Producing documentation, including disaster recovery plan; · Implementing security measures in the organisation; · Making sure that the security policy is a living document, which can be

updated.

1.13 Configuration Management and Test Scripting The system needs to have business rules built into it, Test the system developed against predefined business scenarios or test scripts. The objectives of writing test scripts are: to prove that the processes run as specified (e.g. approval routing); to ensure that processes are correct and workable; to ensure that the system performs as expected; and to prove that users cannot “break” the system.

1.14 Electronic Records Management

• An audit trail throughout the transaction process(from request through to receipt of goods/service and payment);

• Visibility of the transaction; • Adequate controls; • Separation of duties;

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• General alignment with guidelines for public procurement.

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2.1 CONTEXT The challenge that we currently face is in building an enterprise which, (a) constantly improves its practices iteratively leveraging on experiential insights and (b) institutionalizes productive methods and practices as learnt behaviors within the system.

Successful outcomes will increasingly depend on (i) the quality of leadership at all levels in all functional areas, (ii) engineering and directing the thought processes, attitudes and purposive behaviors of all concerned within the system, to employ well conceived, orchestrated innovative practices Process Engineering Methods and systemic thinking would need to be adopted for (i) identifying what needs to be observed, (ii) evolving performance parameters that can be monitored, (iii) conceptualizing gaps in policy prescriptions, imperfections in standard operation procedures, (iv) anticipating the consequences of various

Chapter 2 Realizing a purposive Transformative Change

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interventions and effecting change control that ensures the realization of manageable change that produces planned outcomes. The ability of organization to respond effectively and adapt its capabilities for evolving solutions to complex problems, also relies increasingly on, grooming talent within the organsation, sharing information across the enterprise, transparency of transactions to enable all concerned to reflect and provide inputs that add value to such transactions, and adopting flexible postures required for problem solving.

2.2 Process Engineering Methods (PEM) Organisation development hinges upon effective process controls necessary to engineer behaviors of individuals and teams, in a manner that promotes the organizational goals. The following approaches have been observed to be useful for sustaining and cascading transformative changes, aimed at evolving a productive organizational culture. (i) Instituting Mechanisms for analyzing Transactional Records to flag issues,

setup/ indicate alarms, monitor outcomes, obtain performance feedback (ii) Setting up events that enhance interactions, interpersonnel communication and

comprehending stands taken by stakeholders, and perspectives which they consider relevant.

(iii) Grooming talent/ capabilities and competencies in teams, mentoring, capacity

building at individual, team and organizational levels, ability to function proactively, anticipate possible performance gaps, usual pitfalls, ability to set up

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cross checking and failsafe mechanisms, reporting on key aspects/ metrics, processes facilitating trouble shooting, delegating and ensuring accountability for various operations.

(iv) Communication – Counseling, disseminating, developing shared vision, molding

attitudes/ mindsets, priorities from multiple perspectives. (v) Weeding out unhygienic behaviors – sycophancy, oppressive leadership styles,

being a stickler for established methods, resolute adherence and rigid postures. (vi) Engineering purposive behaviors through constant interactions, continuous

communication, establishing practices, evolving operation procedures, highlighting best practices, recognizing and rewarding performances yielding outcomes, setting benchmarks, eliciting feedback, holding debrief sessions, 360 degree assessment through performance audit, incident reporting, problem based learning, performing traces, tuning information systems for better decision support,

(vii) Generating, reusing and repurposing experiential insights, best practices,

capturing and disseminating tacit knowledge capable of ensuring targeted outcomes, identifying useful process patterns that can be standardized and replicated etc

(viii) Thinking through mission statements, envisaged objectives and outcomes as also

corresponding accomplishments and associated processes that could ensure their attainment.

(ix) Building competencies and talent within the Organization that can sustain

healthy practices which can enhance productivities. (x) Using tools for visual modeling of processes, their specification, documentation

etc (xi) Identifying what needs to be observed – evolving performance metrics which can

then be used in conjunction with Balanced Score Card or Six Sigma Techniques for enhancing performances

(xii) Encapsulating knowledge, their classification, evolving ontologies,

representations, and wide ranging dissemination within the organization to enhance learning.

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(xiii) Using automation, workflow, electronic record management and benchmarking

of process metrics to evolve newer and effective performance standards. (xiv) Setting up progressive policies and practices (xv) Rapid prototyping of solutions, iterative approaches to policy formulation,

project implementation, using white board approaches. RUP frameworks, reducing cycle times, shortening life cycles for a given solution iteration,

(xvi) Building Organizational Intelligence, validation of postures and support policies (xvii) Enhancing quality of Decisions – seeking assurances through reinforcing

evidences for any given posture/ stand, using research methodology and avoiding unsubstantiated arguments for decision support.

(xviii) Entrusting Cross – Sectional Support Groups with the responsibility for

ensuring envisaged outcomes and purposive organizational behavior

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2.3 Rigor in Applying PEM What is needed for effective organisational performance is also ingenious ways for new knowledge discovery in ascending the cycle of variation, learning and improvement. There is a need for frame breaking, discontinuous change providing the inflection point for unlearning old habits, orientations, assumptions and routines. While larger vision and roadmaps are useful to create an excitement and motivate the persons involved, tactical and operational issues must be dealt with greater diligence. Some of the very obvious, yet eluding aspects that determine organizational effectiveness relate to how organizations think, delegate and distribute power. Others, relate to often overlooked aspects like complimenting skills/ competencies for team performances, instituting traces for tracking issues and facilitate problem solving, audit of activities, greater seamless integration, portability and interoperability in solutions, greater transparency and manageability of operations, information accountability, reliability and so on. The need for greater rigor for informed decision making in organisations is also paramount. Researched and analysed data, tested hypothesis, validated results and benchmarked practices to meaningfully compare and contrast alternatives can significantly improve the quality of governance. Organisational strategy must also increasingly encompass flexible multidisciplinary approaches in evolving organizational structures, creating opportunities through process re-engineering, outsourcing/collaboration arrangements, transitioning to electronic processes, articulating leadership direction, rewarding quality and excellence in service standards and re-orienting organizational cultures through empowerment, improved advocacy, communication and purposive inter-personnel dynamics. 2.4 Execution of Change The paradoxical nature of change is that the onus of instituting and managing such change is externalized. The challenge of building an organisation for performance is to ensure the effective implementation of change. While organisations are involved fully in the design of comprehensive change and reinvent policies, the ability to ensure their execution for required impact is critical. Comprehensive interaction among various participants in the organisation, feedback from stakeholders and greater involvement of employees

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and stakeholders are essential pre-requisites. This calls for a greater rigor, enhanced organizational discipline and the leveraging of exemplary leadership qualities. Learning, dissemination and policy advocacy are integral to an empowerment process which will be a necessary pre-requisite to such changes. History shows us that organizations achieve greatness when people are allowed to do unexpected things and individuals are recognized for their knowledge, skills and competencies and not by virtue of their gender, position or influence. As the wisdom of organisational performance is more than a checklist of rules, there is an imperative need to validate and anchor the organisational apparatus and systems that have evolved on real life experiences and insights.

It may also be necessary to reinforcing beliefs in our capability to make a difference and be the author of change rather than be a victim of circumstances. Some of the systems design perspectives and measures that are being considered by the organisations to usher in purposive transformations includes ; (i) promotion of a merit-based and performance-oriented responsive and people-

centered public service (ii) transparent public scrutiny of administrative action (iii) preparing and implementing a plan for change management across

departments identifying the best practices and tools

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(iv) Establishment of processes for independent monitoring and evaluation of the delivery of government services,

(v) establishment of service delivery norms (vi) leveraging tacit knowledge and insights (vii) involvement of the stakeholders (viii) ‘development’, NOT a quantifiable target focusing on ‘growth’, to be seen as a

‘process’ that can ensure better use of the limited ‘resource’ to achieve the ‘goals’ of ‘development’, and expand the government’s capability

(ix) Maturing auditing standards (x) transparent info dissemination/ participative scrutiny of management

decisions and action (xi) establishment of service delivery norms (xii) state-of-the-art platform that can easily integrate with the Operations, business

applications While one can attempt a framework that maps many of the factors that get involved in a change management intervention, depending on specific situations or contexts; problem solving paradigms, knowledge domains and experiential insights indicate, that such attempts cannot entirely capture the complexity of numerous ways in which change interventions are conceived, posed and executed in organizations. There is a need to deal with the question of what constitutes effective transformational change, the relevant behavioral changes and delineation of roles that would need to accompany the orchestration of various activities and process activations that brings about the desired organizational performance commensurate with the transformative changes envisaged. 2.5 Discovering Inadequacies of Systems :

Some of the questions that are often encountered by management practitioners in the context of transformative change relate to the following ; How do we design, develop and architect systems which shapes and mould the behavior of its incumbents to leverage their skills and competencies, aligned with the envisaged organizational outcomes and vision.

Experienced practitioners conceptualize and execute systems that provide evidence of desired behaviors and enable various participants collaborate in a manner that achieves and sustains organizational success.

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How should the incumbents act and collaborate with each other, leveraging on the systems/ framework that are developed, in a manner that services can be delivered to clients and stakeholders to exceed their expectations. How do we sustain and augment the way we define and surpass our successes/ benchmarks and monitor the system for continuous improvements. How do we embrace management practices that orchestrate individual and organizational behavior for building talent, competencies, organizational capacity and exemplary leadership which can be evidenced (measured and monitored) within the system. Experienced practitioners and administrators constantly live with the situation of having to encounter and deal with cognitive dissonance. Bring about the desired order in a chaotic complex system is fraught with the risk of having to deal with a number of inter related processes that influence the outcomes. 2.6 Understanding key process and Instituting Mechanisms for change Architecting a system that facilitates transformative change has to (i) address the questions relating to the nature of interventions that would shape and mould the behaviors of various role players (ii) engineer, institutionalize and sustain the processes that lead to purposive outcomes and (iii) effectively monitor evidences for successful outcomes through an effective change control programme. In this context, it is important to recognize the processes that can contribute to managing transformative change interventions. Fig 1 below attempts to capture some of the key processes concerning which cognitive dissonance can result. One of the effective outlets for cognitive dissonance is its ability to influence and yield creative, innovative solutions for change to be conceived, executed and managed.

Real change has to be rigorous, have specific underpinnings on what it means - in terms of encompassing effective thought processes, analysis, attitudinal dispositions, identification of key activities, behavioral dimensions, ushering in relevant management practices, evidences indicative of transformational and transactional dynamics, success criteria or benchmarks, sustenance of behaviors, as also their relationships as regards engagement of stakeholders, meeting of customer expectations, building organizational capacities, grooming talent and learning to sustain success.

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An application that can cut across problem domain, organization types and situation is the one relating to recognition of issues, dissemination of information relating to resolving an issue and its tracking for effective problem solving. Any cognitive dissonance can be posed as an issue for effective resolution, in order that the organization can aim for enhanced process maturity and improved capability for problem solving. The following paragraphs detail the nature of the enterprise application, its features and capabilities. 2.7 Leveraging technology for Innovative solutions for addressing cognitive dissonance and effective Transformative change

CognitiveDissonance

EngineeringSystems

Effective Change Control

Negotiating Pathways to

Change

Definition/Redefinition of

Outcomes

Understanding Context

(As Is Situation )

Persistent Problem Solving

Discovering Issues / conflicts

Causing Events

CapturingEvidence

FacilitatingLearning /

Know. Mgmt

Advocacy to counter inertia/ Complacence

CascadingChange

Interventions

Desired StateDefinition

(To Be or Targeted Situation)

Process View of Management Intervention for Transformative Change © Dr K. Jayakumar

Iterative Approach forTransformative Change

Information Dissemination/

Dashboards

Managing &Orchestrating

Processes

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Cognitive Dissonance in administrators or managers in the context of transformative change refers to the process of recognition, reflections or explicit communication that, - the state of affairs, approaches, strategies, methodologies or interventions, - as observed, evidenced, analyzed, characterized, portrayed or being conceived, does not agree with his understanding, experiential insights and reckoning. It serves as the first step towards conceiving relevant solution frameworks and management interventions.

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3.1 Leveraging Systems for Enhanced Human Engagement Appropriate management policies, practices, standard operation procedures and guidelines would need to be in place along with a system for depiction of constraints and inter-relationships of processes, systems and human interventions. The ultimate aim of such representations would be to monitor the effectiveness of systemic, managerial interventions and its impact on envisaged outcomes, as also to intervene effectively for ensuring such outcomes. Human cognition relies and adapts to varied representations of knowledge and visualisation of the impact of manipulable parameters on a system. Most physical systems involve interfaces with humans. The depiction of human-machine dynamics while evolving in a transcient time series are also characterised in terms of various triggering events at various points of engagements, transicient states and boundary conditions. 3.2 Framework of Operative Guidelines for Change Agents A Champion Agent through his actions or inactions will never fail to make a difference in enriching the environment in which he works He/She will always comply with the operating procedures, guidelines, directions unless it conflicts with public good and human values A Champion Agent will always preserve and promote his dignity, values and professional caliber in harmony with the above precepts. Systems are transformed, adapted and re-engineered continually delighting the citizens and stakeholder

Chapter 3 Human Resources Management and Organisation Development Perspectives

29

Breaking barriers become essential

• Creating context information • Capturing information at the time it is generated • Confronting Conflicts • Progressive Disclosures

Every management intervention is a sub-optimal solution

• Persistent Resolution on Issues • Tracking Issues • Building internal capabilities • Autonomous Rule Modification, • Encouraging Self-Organisation • Information presented is only a half-truth - Building

business intelligence • Internalizing systemic thinking • Identifying and mentoring change champions • Institutionalize mechanisms for management and

control of change process • Discovery of Issues • Directing Observations - What to Observe • Predecessor activities that guarantee satisfactory

outcomes • Engineering Change • Preemptive interventions to minimize problem

situations • Disseminating information that diminishes

communications soliciting information

• Influencing team interactions what reinforcements can

better relationships

The paradoxical nature of reforms is that the onus of instituting and managing such reforms is wrongfully perceived as belonging to an external agent. Real change has to be rigorous, have specific underpinnings on what it means - in terms of encompassing effective thought processes, analysis, attitudinal dispositions, identification of key activities, behavioral dimensions, ushering in relevant management practices, evidences indicative of transformational and transactional dynamics, success criteria or benchmarks, sustenance of behaviors, as also their relationships as regards engagement of stakeholders, meeting of customer expectations, building organizational capacities, grooming talent and learning to sustain success.

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Learnt Behaviors

Guiding Vision

Action & Behaviors Re-Engineering

Systems

Leadership

Mentoring

AdvocacyCampaign

Communication

Outcomes

Collaboration

CULTURE Goals

Personal Value System

Work Practices

Methods/ MechanismsPolicy Compliance

Conviction

Belief System/ Values/ Attitudes Dream

AnalysisFeedback

Status Checks

NAUTICAL

Navigates

KnowledgeInfo / workflows

Influence of Co-Knowledge

workers

Need for ChangeValues

Orgn Goals

EnablingSystems

Individual Team

Schematic diagram showing various components of CSIR Transformation © Dr K. Jayakumar

demonstrates

Cadre Restruc

Job DescRoles

AssessmentOf Skills

Placement in RolesA A

ICT interventionsEnterprise Solutions

Help Desk

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3.3 Paradoxes Galore • Structural realignments with well defined delineation of roles and responsibilities

vs proclivity for impetus and action on the basis of observation without bothering as to who would need to carry it out

• Standardization vs Evolution of Practices • Recognizing Patterns and familiarity of contexts for knowledge reuse vs

stereotyped action pitfalls when situations pose peculiarities requiring alternative approaches

• Distributing and Delegating you achieve more • Managing Complexity through simple solutions • Recast dynamically to see order in Chaos • Self Propelling Change

`

AugmentingProficienciesSk

illA

cq.

Tacit Know.Capture

Mechanisms

Organisation Development© Dr Jayakumar,

Intelligent Business. Processes

DSS

E LearningSuite

Processes

Project Based Learning

Workplace Mentoring

KnowledgeSharing

PerformanceLinked

Incentives

RecognitionReward System

Posing Challenges

Goal Setting

Policies

Mechanisms

Support Systems

GuidelinesModels

Behavioral Prescriptions Attitude/ Value

Systems

Networking / Partnership

with StakeholdersReinforcements

Evidence BasedBest Practices

LeadershipTeam

DynamicsDigital

Repository

Handbook

Exec. Orders

Seating Arrangements Publications

Collaborations

Support

Delineating Roles

Job Desc.

Practices/ Behvrl Imprinting

Leadership Styles

Comm Patterns

Learning Organisation

Work Ethics

Rigor

Mentoring

Review/ Monitoring

Building Talent Pool

Continous Improvement

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Progressive growth through experiential learning in multiple job roles, assignments, changes in position and assimilation of leadership capabilities through engineered transitions, work place learning, mentoring, collaboration and team work.

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4.1 GOALS TO BE PURSUED

In order to infuse a professional performance culture in CSIR, it has been found necessary to create and institutionalize a culture of Excellence, Continuous Learning and Innovation that would transform organisational units of CSIR as agile, vibrant, outcome focused efficient & proactive entities. This would be pursued by developing and nurturing strategic leadership capabilities, competencies, attitudes, belief systems & behaviors in individual and teams throughout the organization.

The endeavour of CSIR envisaged under this project would be to groom talent in staff by investing and instilling in them as individuals and as varied cross functional teams mandated for key operations, a repertoire of appropriate competencies and skills. Such competency development would be adapted to the profile of their jobs and roles. The aim is to facilitate the staff to effectively leverage and employ multiple skills for everyday purposive persistent problem solving. Organisational improvement would also result from the enhanced levels of participation and collaboration resulting from other initiatives being taken up concurrently for automation of several key administrative processes. Progressive advancements in process maturity is also being aimed at with a view to improve the quality of services rendered by various Divisions in CSIR, in the course pursuing various planned activities. The impact of competency up gradation on the delivered value, and capacity to accomplish agreed upon goals would be closely monitored and researched. Towards achieving the above stated purpose, the Operations and Activities that would be taken up under this project would be to :

(i) Setup Novel Assessment Units for training, Innovation , Competency

Concept of Competency • Skill:

Ability to accomplish • Talent:

Inherent ability • Competency:

Underlying personality characteristics that give rise to skill accomplishment Knowledge, skill and attitude

Chapter 4 Inculcation of Values and Job Related Competencies through NAUTICAL Operations

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Augmentation and Learning (NAUTICAL) in strategic Centres/labs. (ii) Provide learning opportunities and facilitate enhancement of

technical & managerial skills for development of staff in such assessment and training centres, enabling them to achieve their personal, professional and organisational goals in an exemplary manner.

(iii) Undertake regular counselling and assessment of CSIR staff (iv) To identify the strengths (v) Benchmark their competencies (vi) Decide upon appropriate growth opportunities for up gradation of

competencies and development of multiple skill sets in keeping with the organizational needs.

(vii) Engage staff to groom them, using multidimensional approaches, HR interventions, mentoring and implementing progressive policies/ practices to facilitate competency development.

(viii) Develop and standardize competency development frameworks, approaches, strategies and initiatives.

(ix) Implement and monitor the realization of targeted outcomes using evidences based professional approaches.

4.2 RATIONALE The comprehensive set of initiatives that are being taken up as part of this project will aim at ‘transforming’ CSIR as an organization embracing a ‘performance culture’ - leveraging professional management approaches/ practices. The initiatives for competency development would be taken up alongside several other projects relating to process re-design, automation of administrative procedures, enhanced collaboration/ networking, policy determination for role allocation (indvl/ team, line/cross-functional), analysis of required skill sets for various roles, augmenting team performances, workplace learning and mentoring, skills upgradation, knowledge sharing, implementing electronically enabled work places, electronic self services, and transparent mechanisms for decision support/enhanced efficiency at all levels. Organization Restructuring and redesign of roles & responsibilities of individuals and cross-functional teams undertaking various projects would be a necessary aspect which would be addressed as part of the activities that would be taken up for implementation. There is a also a necessity for defining KRAs, KPIs, Skills, competencies required for the key CSIR’s operations. Competency Development Approach would enable

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– the organisation ‘raise the Bar’ of performance

expectations – teams and individuals align their behaviors with key

organisational strategy – each employee understand how to achieve

expectations – establishment of clear high performance standards – Collection and proper analysis of factual data

against the set standards. – Conduct of objective feedback meetings – direction with regard to specific areas of

improvement – Competency based appraisal process leading to

effective identification of training needs – Opportunity to identify/ develop specific training

programmes - Focused training investment – Focused Training enabling improvement in specific

technical and managerial competencies – contribute to the understanding of what

development really mean, giving the individual the tools to take responsibility for their own development

– give the Senior Staff a tool empowering them to develop people

– Provide an incentive for employees to grow and enhance their capabilities

It is proposed to develop a framework of Competency standards for roles relating to various operations, functions and activities of CSIR. Setting up of NAUTICALs in select CSIR Labs/ HQ Divisions will provide an opportunity to see how individuals/ teams perform in a work situation. CSIR employees will gain insights into their performance and the areas of development that require focus, apart from gaining a positive perspective of the organisation. NAUTICAL will allow CSIR to attract, develop and retain good quality employees, in addition to ensuring their effective placement in various functional teams.

A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job. They can also be described in terms of key behaviors that enable recognition of that competency at the work place. These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance. A competency model is a valid, observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context. Typically A competency model includes, Competency titles, Definitions of those titles & Key Behaviour indicators

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Appropriate systemic interventions would also be designed in the competency development units for instilling in staff, - values, ethos, belief systems in keeping with CSIR Vision and progressive management thinking. 4.3 PROGRAMMES AND ACTIVITIES PROPOSED

TO BE TAKEN UP Technical Assistance, Research & Consultancy encompassing the following ;

i. Development of Resources/ Artifacts such as ; • Operation procedures, Patterns & Guidelines for

assessment of competencies and skill development

• Templates – to document ‘best-of breed‘ designs • Protocols, Policies for compliance relating to

various operations • Tools, Workbook, worksheets for learning

exercises, project based learning initiatives • Scenarios, case studies for discussions in

workshops, group interaction sessions • Simulations for capacity planning, resource

utilization, impact assessments • Envisioning and Monitoring outcomes • Design, Development and Institution of

Mechanisms for o Operations Intelligence, Decision Support

Systems and Dashboards o Tracking and Resolution of Issues

ii. Benchmarking and Evolving key processes and

standards for strategic operations and processes

iii. Setting up predictable project management environment, ergonomics, functional layouts etc for the progression of Competency Development initiatives

Competency - Broad Categories • Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - communication, initiative, listening, value system, attitudes, behavioral disposition etc. • Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts. E.g.: Finance, Project Management/ Evaluation, facilities management, HR func. etc • Technical / Functional Specific competencies which are considered essential to perform key functional roles/ jobs in various Divisions within a defined technical or functional area of work. E.g Impact assessment, audit, outsourcing, delivery of services, quality assurance, security audit, etc

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iv Documentation of learning support modules that can be repurposed/ reused in order to facilitate replication of best practices and reduce development time for proactive interventions relating to effective projects management.

KNOWLEDGERelates to information in Cognitive Domain

Competency

AttributeRelates to

qualitative aspects-Personal

Characteristics or traits

SKILLS

Relates to the ability to perform

Tasks and accomplish results

Outstanding Performance of tasks or activities

4.4 TRAINING AND SUPPORT The training & support groups help embed in the participants the competencies and the essential changes, that are required in their respective organizational units, to transform themselves, into dynamic leaders by means of one or more suitable methods, which may include ;

• Mentoring • Class room techniques • Online techniques • Case studies • Work shops • Project based simulations

4.5 COMPETENCY TESTING & EVALUATION Competency testing is mainly done to assess and determine one’s strengths as an individual worker and as part of the organization.It indicates the employees developmental needs in the respective areas.

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Efforts would be made aimed at synchronizing, in an individual, all the factors that are essential for improving the person’s efficiency and effectiveness in developing his skills to contribute towards achievement of the organizational goals. Competency evaluation would be done by assessment and traning Units in order to have a comprehensive and intimate knowledge of the employees by taking stock of their current performance in terms of their competencies as per their prerequisite.

4.6 IMPLEMENTATION Novel Assessment Units for Training, Innovation, Competency Augmentation and Learning (NAUTICAL) is proposed to be set up in three locations viz. Pune, Bangalore and Delhi to evaluate and develop CSIR personnel in terms of attributes and abilities relevant to effectiveness in project implementation and management. The assessment centres will be used for diagnosing strengths and weaknesses in work

related skills as prelude to organisational restructuring and developing job related skills. It shall be the means of assessing candidates in competencies vital to organisational success and which will also provide the scientists and technical officers the opportunity to prove their capabilities, develop their strengths and identify areas of comparative weakness.

The assessment centres will have standardised process for evaluation of behaviour using multiple inputs. They will need well-trained process observers who will use many specifically developed simulations to observe and evaluate candidates on their relevant managerial qualities, while performing a variety of situational exercises. Assessment centre exercises (e.g., role-play, in-basket, fact-finding and group discussions), will measure dimensions such as leadership, planning, sensitivity, problem solving etc. Assessment Centres will be established to facilitate achievement of change objectives for efficient projects management that requiring enhancement of capacity at individual, team and organizational levels.

Competency mapping is a process to assess and determine the employee strengths as an individual worker and, as part of an organization.

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CSIR’s aim in developing the NAUTICAL, is to enable assessment and identification of effective practices for use in skill development and competency augmentation programme for grooming leadership talent. For this an independent assessment of employees is critical. The consultants under this project would develop the NAUTICAL design which must reflect the organisation’s competency framework They will facilitate the design, operation of the NAUTICAL including the collation and processing of behavioural data, and delivery of feedback, as well as generation of relevant reports. The consultants will also manage relationships with subject matter experts within the CSIR and introduce appropriate

methodologies to develop exercises and simulations that are applicable in the organizational context of CSIR. The competency framework of CSIR includes competencies that are broad dimensions or aspects of performance that are necessary for success on the job and a high performing organization. CSIR’s core competencies are :

Application of knowledge: Maintains up-to-date knowledge in concepts and practices related to area of work. Produces useful analyses, methods, reports, and recommendations. Service Orientation: Provides prompt, effective service. Adapts approach to understand different needs and concerns. Achieving Results: Is proactive and acts to achieve results. Committed to concrete and timely action. Exercises sound judgment and keeps larger organizational objectives clearly in mind.

Types of Competencies • Generic or specific:

• Threshold or performance:

Basic competencies required to do the job, which do not differentiate between high and low performers

Performance competencies are those that differentiate between high and low performers

• Differentiating Competencies:

Behavioral characteristics that high performers display

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Working in Teams: Commits to workgroup goals and works effectively with individuals of different views, culture, and gender. Develops collaborative relationships both within and outside CSIR. Fosters a positive environment and manages conflict. Is persuasive and communicates workgroup goals clearly and consistently. Seeks or offers help when needed and acknowledges others’ contributions. Learning and Knowledge Sharing: Open to new ideas. Constructively challenges the statusquo and creates innovative changes to improve work processes. Builds networks with others for effective communication and exchange of knowledge and feedback. Develops new skills and abilities in self, and others where appropriate in response to new demands or needs.

The object of this competency augmentation effort in CSIR is to finally to bring together diverse group of complementary skills/professional competencies into project management teams implementing science projects. Depending upon the skills, the scientists and technical manpower would participate in the activities of a number of teams working in coordination with each other ensuring envisaged outcomes. Teams can maximise organisational innovation because the team members in a given project would have increased autonomy, increased participation, and ownership regarding decisions. The team members are no longer told what to do. Instead, they are given goals, and are then free to decide how best to achieve the goals. The proposed NAUTICAL can only described as a landmark initiative which may be replicated in other government departments.

Applications where Competency Determination would be useful ; • Competency frameworks: Defining the competency

requirements that cover all the key jobs in an organization. This consists of generic competencies.

• Competency maps: Describing the different

aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.

• Competency profiles: A set of competencies that are

require to perform a specified role

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4.7 IMPLEMENTATION MODULES The entire set of activities expected to be handled by Nautical could be split into six modules, each having a set of sub-activities with duly defined deliverables coupled with specific time frame to complete the same. Module-I: Process Study, Job Descriptions and Role Definition In this module, complete study of the different processes, the skill set requirement for various job classes, competency benchmarking, assessment of skills, validation of approaches, research, as also evaluation/monitoring methods for determination of impact on account of various interventions from time to time. Module-II: Counselling and Competency Mapping: In this module, all activities related to counseling and competency mapping are dealt with. This module contains four sub-activities i.e. Counselling, Assessment of existing skills, Identifying interest areas and Adhoc competency mapping. In this module, the select group of employees will be initially counseled, before subjecting them to different psychometric tests and group activities. Through these tests and activities, the actual skill-set possessed by each individual could be identified. Besides this, the areas in which the candidates are interested to excel are also be identified. Although the candidates do not possess necessary skill at this point in time in the interest areas identified, this exercise gives an opportunity to understand the training needs of the candidates in their specific areas of interest. Module-III: Role Identification:

Competency frameworks:

Define the competency requirements that cover all the key jobs in an organization.

Competency maps:

Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.

Competency profiles:

A set of competencies that are require to perform a specified role.

Competency vs Competence

Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer.

Competence: A work- related concept that refers to areas of work at which the person is competent

Competency models consider • A Distilled set of personal characteristics of Employees • Data generation from outstanding performers in addition to subject matter experts and other job incumbents

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In this module, methodology for role identification for the key processes defined in module-II will be carried out. Through this module, identification of cross-functional teams which possess skills related to various functional roles and multi-tasking activities is done. Besides this, identification of lead roles and supportive roles along with the requisite skill-sets are also identified. Finally, the structure of ideal cross-functional teams with their skill sets to successfully attend to different activities is determined.

SelfFlexibility

Continuous ImprovementTeam WorkCommitment

People Leading others:

Motivation Fostering Teamwork

EmpoweringDeveloping/ fostering others

Managing Performance Communication

Delegation Customer Orientation

Leading OrganisationResource Management

Strategic ThinkingResult Orientation

DecisivenessBusiness AcumenGlobal Perspective

Building Organisational Capacity

Module-IV: Organization – Role Mapping In this module, mapping of organizational skill-set requirements with the available skill-set among the employees is carried out. Although this module contains single sub-activity, the deliverables include, understanding the skill-set available with the employees, skill-set they can acquire through training depending on the area of interest expressed by them, understanding the skill-set required for carrying out specific processes, and finally mapping the available skill-set in the organization with requisite skill-set for the organization

Competency Framework

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Module-V: Training Needs As part of this module, identification of training needs of each employee for discharging duties effectively either in individual capacity or as a team member is done. Deliverables of this module include identification of organization – role gaps, and in accordance with that, identification of training needs of each individual for effectively filling up the organization – role gaps. Module-VI: Development of Training Resources: In this module entire preparation for carrying out training sessions is done. In this module, the deliverables targeted include preparation of training modules as per requirements identified vide module-V, identifying the training methodology, resource persons for preparation and editing training material, preparation of training material and finally identifying the resource persons for imparting training to the identified employees.

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4.8 METHODOLOGY Steps in Model Building

• Background information about the organisation • Decide on the Occupation / Job Position(s) that require competency Model(s) • Discuss the application of the competency model • Select a data collection method and plan the approach • Organize Data collected • Identify main themes or patterns • Build the model - Defining specific behaviour Indicators • Review the model

Approach

• Gather Info about the key functions, operations and processes • Decision on the job position(s)/ roles • Discussion on the content management application • Basic data collection on the job responsibilities(using customized menu) • Focus group

• Review job description • understand performance criteria • Discuss specific behaviours • List top ten competencies

Structure and List of Roles

• Organizational structure study and examination • List all the roles in the structure • Identify redundant and overlapping roles • Final list of roles

Definition of Roles • Identify KPAs of the role • Link the KPAs with Dept. and Organizational goals • State the content of the above in one or two sentences • Position the role in perspective with that of others

Role Competencies • A set of competencies required to perform a given role • Each competency has a skill set

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Critical incident technique (CIT) - interviewing top performers • incidents that lead to effective performance • incidents that lead to in effective performance • Discuss specific behaviours • List behaviours • List competencies

Content Analysis

• Group behaviours • Match behaviours to competencies using competency dictionary as a guideline • Evolve new set of competencies if any • Match behaviour indicators identified through CIT to the top 10 competencies

identified by the focus group • Review the model and make corrections

Competency Identification Steps

• Identify against each activity the following: Role holder interview and listing Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis

• Consolidate the above and make a checklist of competencies • Rank- order and finalize on 5/6 competencies critical to the role

Competency Assessments would be based on evidences. Following methods are used: - 360 Degree feedback, Role plays, Case study, Structured Experiences,

Simulations and Business Games - Identify and Develop strategies/ approaches and solution frameworks

encompassing competency frameworks, competency mapping, skill certification, and so on, to achieve consistency of direction and consensus on what needs to be done to improve an organisation.

- Assessments would be attempted against a transparent set of criteria, which has become widely accepted across the enterprise

- Tools would be developed to serve as means of understanding personality traits, progressive practices and as a means for measuring progress over time through periodic self-assessment.

- Mechanisms would be instituted to serve as links between goals and supportive strategies and processes.

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- Supportive policies would be developed to focus on improvement activity where it is most needed.

- Processes/ Activities would be introduced • to provide opportunities to promote and share good practice within different

areas of an organisation and with other organisations.

• to create enthusiasm among employees by involving them in the improvement process.

• to identify progress and outstanding levels of achievement.

to integrate various quality initiatives into operations. Competencies are Behaviour Specific

• For eg "whether an employee takes initiative," is a very general concept, open to interpretation, but to ask, "Was it typical of this employee to carry out tasks without having to request that they be done?," is a question which has only two answers, "Yes" and "No".

Competency Mapping to ensure the following : • Strategy structure congruence • Structure Role congruence

o Each role to be unique o Non-Repetitive o Value adding

• Vertical and horizontal role congruence • To ensure non repetitive tasks in two different roles • To ensure core competencies for each task • All of the above would be linked and positioned to bring in competitive

advantage Formats and templates would be prescribed to capture knowledge relating to the definition of various job classes/ roles, job descriptions, skills/ competencies vis a vis its key implications, dimensions, metrics framework, activity logs, dashboards for self learning/ assessment, monitoring of progress, reporting mechanisms etc 4.9 IMPLEMENTATION CSIR has already had a few one day workshops on eliciting responses and based the feed back received from the participants of the workshops it is felt necessary to initiate a project such as NAUTICAL which is required to train and innovate the staff and

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build multi-skilled manpower resource to assist the CSIR scientists enable them carry on their scientific pursuits without any hindrance but with all possible voluntary supports. Once the planning and Design is validated the same could be implemented across the CSIR Labs. Competency Development format

Role Identified competencies

Assessment result

Areas of improvement

Action plan

Modalities of undertaking various initiatives: In addition, efforts would be made to engage the employees and other stake holders, on the expectations, methodologies proposed and the implementation of various initiatives. The project activities would take into consideration various organisational outcomes envisaged, commensurate with individuals interest/growth etc.

Competency Requirement,

Competency Availability, Competency acquisition/

Development

Reward System

Performance Management

System

Career Plan & Career

Development

Succession Plans &

Succession Development

Training/ development

Plans & Programmes

Recruitment & Selections

Integration of HR Systems Competency Based HR Practices

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Assessment of impact: On implementation of the project, the impact would be assessed in accordance with previously determined evidence indicators and methodology. Mechanisms would also be instituted to capture metrics related to performances of individuals and teams in various roles. It is proposed to identify appropriate best practices and validate methodologies based on various parameters. The exemplar project teams would also be recognized by way of appropriate incentives.

Self People Leading Organisation

• Flexibility Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.

• Continuous Improvement

Assessing and recognising own strengths and weaknesses; pursues self-development.

• Team Work

The ability to put team goals above self and work collaboratively with other members of the team. Identifying issues and resolves differences to build consensus on a common decision to promote appropriate levels of collaboration

• Commitment Shows consistency in words and actions. Modeling high

• Leading others:

Motivation The ability to impel others towards position action and performance Fostering Teamwork

The ability to get groups to work together cooperatively, by enlisting active involvement, creating a climate for respect and openness, and applying effective techniques for group facilitation. Empowering

The ability to give or delegate power or authority towards employee effectiveness. Developing/ fostering others Developing the ability of others to perform and contribute to the organisation by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

Performance

• Resource Management

The ability to manage resources e.g. human, funds, equipment

• Strategic Thinking The ability to formulate objectives and priorities, and implement plans consistent with the long-term interests of the organisation in a global environment. Capitalising on opportunities and managing risks. • Result Orientation

The tendency to keep the desired end result of one’s own or one’s unit’s work clearly in mind, by setting goals and focusing on them tenaciously until they are achieved.

• Decisiveness The ability to act decisively. Make well-informed, effective, and timely decisions, even when data are limited or solutions produce

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standards of commitment towards work and organisation.

Management The ability to manage the performance to ensure that goals are consistently being met in an effective and efficient manner.

• Communication Effectively understanding and being understood through ideas, facts, thoughts and emotions.

• Delegation The ability to pass authority and responsibility to another person to carry out specific activities. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making. • Stakeholder

Orientation Anticipating and meeting the needs of both internal and external customers/ stakeholders. Delivering high-quality services; is committed to continuous improvement. The ability to Interact with customers in a way that demonstrates customer concerns and problems are heard, builds confidence and trust.

unpleasant consequences; perceiving the impact and implications of decisions.

• Global Perspective Understanding of the national as well as international policies and trends that affect the organisation and shape stakeholders' views; Awareness of the organisation's impact on the external environment.

• Building Organisational Capacity

The ability to apply organisational development principles.

• Innovation The ability to develop new insights into situations; questioning conventional approaches; encouraging new ideas and innovations; designing and implementing new or cutting edge programs/processes. Including identifying and recommending solutions towards internal and external process improvement.

• Business Acumen The ability to manage human, financial, and information resources strategically.

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The Strategic Road Map for CSIR envisages:

• Re-engineering the organisational structure; • Linking research to marketplace; • Mobilising and Optimising the resource base; • Creating an enabling infrastructure; and • Investing in high quality science that will be the harbinger of future

technologies

These above goals are being pursued through a comprehensive set of interventions, encompassing both HR and Organisation restructuring, Systems and Management innovations, Reengineered processes and automation, leveraging knowledge through collaboration and instituting mechanisms that augment institutional capacities to innovate and deliver.

HR and IT companies with which CSIR has partnered to user in a high performing

knowledge driven environment

Activity Partner

RFP 1: Organization Transformation Design, HR Initiatives & Development of HR Portal

Right Management

RFP 2: Portal for Enterprise Learning, Competency Development, Training And Collaboration And Digital Repositories For Publications, Knowledge Resources And Practices

ExcelSoft Technologies Pvt

Limited

Chapter 5 Enterprise Applications being developed for CSIR Operations

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RFP 3: Planning and Performance Division, Unit for Science Dissemination, and International Science and Technology Affairs Directorate

MindTree Limited

RFP 4: Infrastructure/ Engineering and Services Portal (Includes Facilities Management, Maintenance & Related Services, Contracts Management, E-procurement, Stores/ Inventory & Project Management)

Tata Consultancy

Services Limited

RFP 5: Policy And Programme Module (including e-Office, Policy Repository, Records Management Automation and Awards)

Newgen Software

Technologies Limited

RFP 6: Finance & Accounts Module (including eFinance, eAccounts, ePayments, eReceipts, and eRecords Management & Automation of all processes)

Vayam Technologies

Limited

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CSIR Portal

Intranet

Learning and Training

CSIR Offices

R&D and Planning

Infrastructure & Facility

Mgt

Learning & Training

R&D and Planning

Infrastructure

HRMS

HRMS

Personalization/Presentation

Login / Authentication

(Digital Certificates)

Services (Role Based)

Policy & Program Module

Policy

Budget & Finance

Applications

Finance

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• Deploying Enterprise Applications for Learning, Competency and Skill Management,

Assessment, Reporting which would also facilitate • Collaborative Learning • Knowledge Management • Development planning • Sharing and Learning Progressive Practices for Leadership, Accountability,

Transparency and Management of various Operations • Disseminate Ethics & Values and Policies for compliance

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Learner

Individual Learning

Team Learning

CollaborativeLearning

Online/OfflineLearning

User Guides

OfflineAudio/Video Session

Real timecounseling session

user

Face to facediscussion

computer mediateddiscussion

online discussion

Queries

Mentors

Video Tutorials

FAQs

Trouble shootingGuides

Database Handler

Webcast

Desktop Vc

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Learning Process Selection

Learner

Login

Verify list ofcourses

Choose Learning

Choose learningprocess

Administrator

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Counselling

Course manager

Content and managecourses

Develop trainingcontentContent Utilization

Content creation

Contetn updationand collaboration

Content Creator

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Learner Engagement and Mentoring

Learner

Takes part intraining courses

Enrollment

View course

Personal progress

Interactivediscussions

Adjust userinterface

Admin

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Evaluation

Evaluator

Assessment

Reporting

Monitoring

Attendance

Tests Online

Performance Reports

Internal Assignment

Learner

Knowledge

Skills

Attitude System

COA

Maintain day to day

calculate thepercent of Attendance

System Manager

Learner

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Mentor

Belief

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Reporting

User

Inspect courseprogress

monitor learningprogress

Tally and analyzetest result

View Result

Team Manager

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Competency Development

User

Course Module

Skill Upgradation

Competency

Talent Grooming

Course Manager

View the course

Select the course

Learner

Communicationskills

Sharing knowledgeresources

Leardership

Accountability

Trasparency

Admin User

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Resource Management

Employee

Notify importantdates

Calendar of Events

Calendar of Courses

Notify curriculum

Submit the form

Std operationprocedure

Guidelines

Resource Person Policies

Crearte a Timetable

Resource Manager

Learner

Define the date

Flashing a NewsAnnouncement

Remove

Select the date

Confirm the courseand time

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User

Digital Repository

Knowledge Resources

Resource Users

Access ControlManagement

Repository

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Knowledge Repository Operations

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MISSION

To Create, Develop, Nurture and Mentor efficient and dynamic knowledge workers and leaders who can define, articulate, inspire, execute and carry

forward their Organization’s Vision, Values & Culture through policies, programs, activities, process changes, behavioral engineering

interventions, instituting mechanisms fostering collaboration, learning & mentoring, while

reinforcing these with effective methods of assessment, evaluation & up gradation of competencies, aligning such efforts with enterprise wide

transformations, advocacy & communication.

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CSIR Business Intelligence / Reports

. Net Framework (WFS, LINQ, Base Class Library, Common Language Runtime, WCF, WF, )

Database Management System -SQL Server 2008

SharePoint Config, Content & Search DB Database for Application Modules

Database for Reporting Services

Mail Server / Active Directory Store

SMTP compliant Mail Server

Active DirectoryData Store

.NET Forms and Assemblies

Windows Workflow Foundation services

Mic

roso

ft E

nte

rpri

se L

ibra

ry

Inst

rum

enta

tio

n

HRMS Learning &

Training Module

R&D and Planning

Infarstructure & Facility Manageme

nt

Business Library(HR, Learning & Training, R&D

& Planning, Infrastructure& Facility Mgt, Policy & program

me Module, Budget and Finance )

Workflow Management

Pres

enta

tion

Bu

sin

ess

Da

ta

Sharepoint Services

Collaboration PortalEnterprise search

Content management

lSQL Server Analysis Service

SQLserver Reporting Srervices

Data Access Layer (ADO.NET

Business Process and Forms Custom Workflow

No

tifi

cati

on

s, C

om

mo

n s

ervi

ces

SQL Integration Services

CSIR Intranet Portal (Microsoft SharePoint Server)

Common Services Personalised Services Role Based Access (UI)

AuthenticationUser Profile Management

Personalisation

Infarstructure & Facility Mgt Budget & Finance

R&D and Planning

ERPS Administration

Policy & Programme

Document Management

Collaboration Services

MyCSIRSurvey / Poll /

Discussion Forum

View / Search Documents

User Logging & Tracking

Master Pages/Templates

Notifications& Alerts

E-Mail Integration

Document Management

Authorisation(Role Based)

Windows Work Flow Foundation

KPI’s/Dashboards ReportsForm Services

(ASP, InfoPath)

Content Services

Poliocy & Programme

ModuleBudget & Finance

HRMS Learning and Training

HRMS DB

INF DB

LEARNING DB POLICY DB

R&D DB

FIN DB

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