Case  Study  Digital  Media  Industry  

April  2014  to  March  2015

Summary

About  the  company  

A  young,   fast  growing,  digital  media  agency   iden5fied  the  need  to  balance   fast  paced  business  growth  while  maintaining  a  healthy  and  high  performing  organiza5on  culture.  The  company  wanted  to  ensure  that  its  employees  were  prepared  for  the  fast  paced  growth.    

 

2  

4.18   Times  ROI

ROI  of  

₹  45.19  Lacs

2746   Man-­‐days  Saved

     

 

30  Employees  in  2012  

50  Employees  added  year  on  year  

175  Employees  in  2015  

Challenges   Impact   Frameworks  Implemented  

•  Developing   managerial   /   leadership  skills   in   an   Industry   categorised   by  young  professionals  

•  Ac5ve   involvement/par5cipa5on   of  Mid   Level   Management   Team     in  driving  Strategic  Goals    

•  Developing   individuals   that   could  drive   ac5vi5es   end   to   end   with  minimum  management  interven5on    

•  Crea5ng   a   workforce   that   is   highly  engaged  and  mo5vated  at  work    

• More   innova5ve   ideas   from   mid   &  junior  levels  •  Freeing   up   senior  management   5me  from  day-­‐to-­‐day  ops  •  Increase  in  Individual  Produc5vity  •  Increase  in  average  employee  tenure  

•  Organiza5on  Hierarchy    •  Role  Descrip5on  •  Individual  Objec5ves  SeTng    •  Objec5ve  Reviews  •  Individual  Development  Plan  •  Induc5on  •  Rewards  and  Recogni5on    

Problem  Statement Challenges

For  sustainable  organiza5on  growth,  there  was  a  need  to  develop  young  employees  on   leadership  and  team  management   skills,   to   ensure   that   the   second   and  third  in-­‐line  are  ready  to  take  up  managerial  roles.  

Developing   managerial   /   leadership   skills   in   an  Industry  categorised  by  young  professionals  

The   client   sought   for   employees   who   can   work  independently,   were   able   to   adapt   to   changes   and  ini5ate   crea5vity   and   innova5on   with   minimal  managerial  interven5on.    

Ac5ve   involvement   /   par5cipa5on   of   Mid   Level  Management  Team    in  driving  Strategic  Goals    

Managerial  level  employees  needed  to  be  groomed  to  take   decisions   (independently)   that   are   aligned   with  the  company’s  goals.  

Developing   individuals   that   could   drive   ac5vi5es   end  to  end  with  minimum  management  interven5on    

The   founders  wished   to  see   its  employees  contribute  to   the  growth  of   the    organisa5on    and  at   the   same  5me  see  them  grow  with  the  company.    

Crea5ng  a  workforce  that  is  highly  engaged  and  mo5vated  at  work    

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Root  Cause  Analysis

On  conduc5ng  an  audit,  we  found  out  that  the  organiza5on  did  not  have  the  right  founda5on  needed  to  sustain  the  fast  paced  growth  they  were  aiming  at.  The  root  causes  of  the  overall  problems  put  forth  by  the  organiza5on  were  narrowed  down  as  under:  

•  Authority   Centraliza@on   –   Decision   making   was   centralized   with   the   founders   of   the   organiza5on.   Although  employees  were  ready  to  take  up  addi5onal  responsibili5es  &  drive  ac5vi5es  independently,  authority  centraliza5on  curbed  their  decision  making  ability.  

•  Delega@on   BoClenecks   –   Roles   and   responsibili5es   at   different   levels   were   overlapping   resul5ng   in   issues   with  respect  to  work  responsibility.  

•  Organiza@on  Goal  alignment  –  Organiza5on  goals  were  not  cascaded  down  to   individual  goals,  due  to  which  there  was  lack  of  alignment  of  individual  goals  to  the  organiza5on  goals.    

•  Growth   and   Development   –   The   absence   of   structured   growth   and   development   plan   within   the   organiza5on  resulted  in  high  poten5al  employees  being  stagnated  in  their  current  roles.    

•  Employee  Turnover  -­‐  Owing  to  high  employee  turnover  in  the  industry,  retaining  quality  employees  was  a  challenge  which  had  an  obvious  cost  in  5me  and  money  of  procuring  new  people.  There  was  a  need  to  reduce  the  5me  taken  by    an   employee   joining   the   organiza5on   to   perform   up-­‐to   their   expected   levels.   Structured   ac5vi5es   to   recognize  employee  contribu5on  were  not  conducted  which  was  crucial  to  boost  the  morale/mo5va5on  level  of  the  employees.    

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Approach

This  was   achieved  by   integra5ng   expecta5on   seTng,   role   clarity,   performance  development  mechanism  and   training  and   development   methodology   thereby   ensuring   performance   of   an   employee   is   linked   to   his   individual   and   the  organiza5on  growth.      

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ImplementaMon  Methodology

 

 

 

 

 

An  average  increase  in  ,me  availability  of  15  minutes  per  day  was  observed  for  Manager  Level  Employees  was  noted  on  account  of  clear  authority  &  responsibili,es.

 

B.   Role  Descrip@on  Framework  

The  following  aspects  were  implemented:  •  Clearly  understanding  and  streamlining  managements  expecta5ons  from  each  role  •  Benchmarking  roles  against  industry  standards  •  SeTng  clear  defined  &  descrip5ve  key  result  areas  along  with  key  performance  tracking  parameters  for  each  role  •  Providing  clear  understanding  to  every  individual  of  his/her  role  expecta5ons  

An   average   produc,vity   increase   of   4%   was   noted   on   account   of   having   clear   understanding   of   expecta,ons   and  deliverables  thereby  increasing  the  organiza,onal  produc,vity.

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A.   Organisa@on  Hierarchy  Framework  The  organiza5on  hierarchy  was  re-­‐defined  and  strengthened  by:  •  Introducing  more  levels  in  the  structure  •  Clearly   defining   the   authority   and   responsibility   matrix   5ll   the   lowest  

level  

This  enabled  the  core  management  team  to   focus   on   strategic   work   by   reducing  ,me  involvement  in  opera,onal  ac,vi,es.

Note:  The  frameworks  were  implemented  over  a  period  of  one  year  and  were  not  implemented  simultaneously.  

C.   Individual  Objec@ves  SeNng  Framework  

The  framework  has  the  following  components:  

Ø  Performance  Benchmarking  •  Iden5fied   actual   and   desired   organiza5onal   and   individual   performance   levels   to   define   organiza5on’s   and  

individuals  periodic  objec5ves  and  deliverables.    

Ø  Goal  Cascading  •  Strategic  goals  were  cascaded  and  communicated  across  the  organiza5on.    •  Strategic  Ini5a5ves  were  defined  in  alignment  with  Organiza5on's  Strategic  Goals.    •  Each   goal   was   bifurcated   under   the   four   major   parameters   impac5ng   business   performance   –   Financial,  

Customer,  Process  and  People.  

 

D.   Objec@ves  Review  Framework  

Regular  tracking  and  one  on  one  mee5ngs  were  done  for  all  employees  to:  

•  Track  goal  achievement    

•  Chart  out  further  plans  of  ac5on    

On  an  average,  70%  of  targeted  employee  strength  was  covered  quarter  on  quarter. Goal  cascading  was  done  to  the  lowest  level  in  the  hierarchy.  

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There  was  a  clear  linkage  of  feedback  given  and  achievement   of   objec,ves   with   development  plans  and  career  path  determina,on.

ImplementaMon  Methodology  (Contd.)

Note:  The  frameworks  were  implemented  over  a  period  of  one  year  and  were  not  implemented  simultaneously.  

E.   Individual  Development  Plan    

The  following  aspects  were  implemented:  •  Development  plans  were  draded  for  high  poten5al  employees    •  All  development  pointers  were  linked  to  performance  feedback  and  individual  career  aspira5ons  •  Clearly  defined  growth  map  was  charted  for  employees  covered  under  IDPs    •  Emphasis  was  placed  on  char5ng  and  implemen5ng  specific  and  measurable  ac5on  plans  for  iden5fied  development  

needs  •  Effec5veness  tracking  of  ac5on  plans  on  a  periodic  basis  

 An  average  of  10%  Managerial  ,me  was  saved,  which  was  previously   invested  in  minor  opera,onal  work,  on  account  of  addi,onal  ac,vi,es  taken  up  proac,vely  with  minimum  ,me  investment  of  the  managers.   On   an   average,   14%   increase   in   employee   produc,vity  was  mapped   for   a   period   of   6  months,   for   employees   covered  under  IDP,  as  a  direct  result  of  clearly  specified  ac,on  plans  for  growth  achievement. Employees  covered  under  IDP  were  associated  with  the  organiza,on  for  3  months  longer  than  the  average  tenure.  

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ImplementaMon  Methodology  (Contd.)

Note:  The  frameworks  were  implemented  over  a  period  of  one  year  and  were  not  implemented  simultaneously.  

 

 

 

 

 

 

Employees  joining  the  organisaMon  performed  at  more  than  expected  levels  in  a  shorter  span  of  Mme,  saving  3  days  per  new  joinee  (average).  

G.   Rewards  and  Recogni@on  The  following  aspects  were  covered:  

•  The  R&R  program  was  designed  to  inculcate  a  culture  which  rewards  pro-­‐ac5veness  and  innova5on  

•  The  structure  of  the  program  ensured  contribu5on  to  pre-­‐defined  parameters  linked  to  organisa5on  growth  such  as;  

 

 

Recognised  employees  were  associated  with  the  organisa,on  for  2  months  longer  than  the  average  tenure.

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Data  accumulated  from  Induc,on  cycle  formed   a   crucial   part   of   performance  feedback  and  improvement  plans.

F.   Induc@on  Framework  The  following  aspects  were  covered:  •  A   well   defined,   all   inclusive   customized   induc5on   kit   was   designed  

which  was  spread  over  a  pre-­‐determined  number  of  days    •  An   end   to   end   linking   of   induc5on,   trainings   and   performance  

development  was  established,  thereby  ensuring  no  ac5vity  was  running  in  isola5on  of  the  other.  

Employees   par,cipated   and   rewarded  were  more  produc,ve,  showed  greater  loyalty  and  are  eager  to  contribute  to  the  organiza,on  in  an  impacVul  and  meaningful  way.

-­‐  contribu5on   of   the   employee   to   improving   team/organisa5on  efficiency    

-­‐  achievement  of  defined  goals    -­‐  contribu5on  in  the  overall  growth  of  the  organiza5on  -­‐  and   resulted   in   increased  contribu5on   to   the  organisa5on  by  all  

employees.  

ImplementaMon  Methodology  (Contd.)

Note:  The  frameworks  were  implemented  over  a  period  of  one  year  and  were  not  implemented  simultaneously.  

Thank  You