The instructions this week request we provide a summary of our consulting work to The Green Organization Executive Leadership team. We have now been consulting with The Green Organization for 12 months and the EL needs to determine whether they will continue with our consulting services or move on to other opportunities.
What Has Been Accomplished
From the beginning, we began to strategically create a performance plan. We used a 9 Step process consisting of:
1. Step back and look at the reality of the situation
2. Discover the ideal scenario for the organization
3. Continue searching for the cause of the challenges within the organization
4. Report findings to the stakeholders
5. Create a plan for measuring success
6. Design and deliver solutions
7. Measure success
8. Determine how to report impact of the project to stakeholders (Oldham, 2018).
9. Reassess plan after a certain length of time and tweak as necessary
Once the steps were discussed, our meetings with the Executive Leadership team began to focus on gaining a full understanding of the needs of the organization and the expected outcome. We held individual meetings with various staff members to gain multiple perspectives. The data was then analyzed, and we began to focus on the most problematic areas. We then developed and implemented a training manual designed to address those high problem areas. We dealt with cultural challenges and other threats by involving the employees throughout the entire process. The employees had a vested interest in the organization which allowed the training program to be more successful.
We chose to use a training approach known as development/horticultural model. With this model, we initiated training twice a week, plus a more intense analytic training done four times each week. The program allowed flexibility to meet individual needs, but also provided collective governance and standards. We also considered cultural factors and made adaptations that fit the needs of specific groups. When considering the long-term plans of the training program, we made available a training analyst that will remain accessible to the group and its members. The access to the training analyst will allow the members to have continuity within the training program (Weiner, 2019).
Assessment and Evaluation Tools
To assess our progress, we used the Evidence Worksheet that was referenced in Hales Fieldbook. We filled out the worksheet at the beginning of our endeavor to formulate the criteria to be used for proving the situation had improved. The worksheet then got revisited during the second phase to help with the evaluation (Hale, 2006).
Feedback and Recommendations
Our consulting agency would like to sincerely thank you for the opportunity to serve you. We are delighted with the progress and improvements we have witnessed over these last 12 months. At this time, our recommendation is that your internal training team continue with the current program, including access to our training analyst. Our team would like to make site visits once each quarter and will provide feedback on our findings after each visit.
References
Hale, J. (2006). The Performance Consultants Fieldbook: Tools and Techniques for Improving Organizations and People. (Essential Knowledge Resource). 2nd Edition. Washington D.C.: Pfeiffer.
Oldham, B. (2018). Performance consulting: The ideal tool for ensuring a project adds real value. Human Resources Magazine, 23(1), 22-23.
Wiener, J. (2019). Models for training in Developing Groups: importing the traditional into unfamiliar cultures. Journal of Analytical Psychology, 64(4), 443-461.
https://doi.org/10.1111/1468-5922.12513
*Please see attached PowerPoint presentation.
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