AODS is offering the excellence in the processes where it is focusing. Organisations are mostly rely-on people. Hence, people process shall determine the success of the business. Using it’s vast experiences, AODS is committed to its associates for the services in organisational development.
Our Success counts…
Organization Development (OD) utilizes what we know about systems, and what we know about human behaviour, to plan and manage the development of organizations into thriving, growing, healthy, organic human systems that meet the needs of all their stakeholders.
OD practitioners improve the effectiveness of an organization by applying knowledge from the behavior sciences – psychology, sociology, cultural anthropology, and other related disciplines. Since its beginnings in the 1920s, the art and science of OD has accumulated a significant body of knowledge through actual OD work in organizations. If you aim
Then, our OD programs shall be the finest way to stick on to get the desired results. Positive-attitude based interventions yield faster result and make easy for people to embrace change and assume higher accountability. Inquiry based change processes help individuals, teams and organizations to face VUCA world and the vexing problems with ease. The narratives, stories, metaphors, and conversations increase communication, reduce resistance, build trust and proliferate commitment. Besides softer aspects of culture, leadership & people practices - a truly aligned & integrated view of organizational growth encompasses Vision, Strategies, Structure and Systems.
All our interventions evolve through a deep immersion into the client system and by co-creating a whole a new mind to surface latent energies and potential. As catalysts we focus on diverse areas such as
Implementing OD processes is a lot like going to a physician. An OD practitioner first helps the organizational members to gather accurate data about the current state of their system. OD practitioner helps the organization to devise ways to intervene into the system to facilitate its growth or stop its decline. After you make the intervention, we wait to see what happens before deciding the subsequent steps. With today’s accelerated pace of constant change, this is the only way that works. In the past, organizations would assess, plan, and implement massive change projects, sometimes spanning years. Today, the OD profession focuses on helping organizations to deal with constant change and on building its capacity to learn – at the individual, team, and organizational levels of their system. When this becomes a way of life for the organization, the organization becomes flexible like the mast of a sailing ship that naturally adjusts to the changing winds.
It is very important that getting the Process Right. In OD work, how you do something is equally as important, and often more important, than what you do. It is critical that the intervention not only be the correct one, but also that it be done well, with the right group of people, and with the right facilitation and support. The first rule is, “Do no harm.” Many of us have experienced meetings that were more frustrating than helpful because the wrong people were invited, or team-building sessions that fell flat due to ineffective facilitation or low trust. And many of us have also experienced the thrill of a well-executed OD intervention, like a training workshop that was transformative, or a wonderfully energizing strategic planning session, or an insightful coaching session.
The ever-increasing plethora of tools, processes, and interventions can easily overwhelm anyone looking for OD help. You ask yourself,
Using the wrong intervention can be worse than doing nothing. It can falsely raise employee expectations and lower their faith in management, in addition to wasting the company’s resources of time, money, and energy. It can frustrate the search and can even freeze the selection process. Click here for a very comprehensive list of characteristics you might look for when choosing an OD Consultant.
The personality and style of your OD Consultant is as important as his or her experience and expertise. Think of it as hiring a member of your management team. It is equally important. Your OD consultant must be a person who can work within your corporate culture, and speak a language your management team and employees can relate to and comprehend. He or she must be credible to everyone. He or she must be able to sit on the boundary of your organization as an interested, objective, informed observer. He or she must provide accurate, informed feedback – the mirror in which organizational members can see themselves clearly.
OD practitioners must model the behaviors the client organization wants and needs to learn. He or she also must be a catalyst, providing a special presence that encourages and supports the people in the organization to be constantly aware of the health of their system.
There are many kinds of organizations that properly list themselves under the category, Organization Development. As in all fields of practice these days, specialization is normal and natural. Many firms specialize in providing one or a few OD interventions such as management training, or large group meeting technologies, or employee surveys, or Action Learning or other specific interventions. Some firms provide a full-service consultancy, including assisting management to develop an Organization Development strategy, and directing and assessing the ongoing implementation of the interventions that underpin the strategy. Due to the global requirements of organizations, many firms form networks of practice to provide this full service. We are one of these full-service firms. We like to help our clients diagnose their problems and determine an appropriate, targeted intervention. While it is sometimes obvious what type of intervention an organization needs, (for example, teambuilding) most often implementing an off-the-shelf intervention is a hit-or-miss proposition. Sometimes it works beautifully; sometimes it makes things worse, wastes a lot of time, energy, and resources, and reduces employee confidence in management. The consultant’s competence is a critical factor.
Strategic HR is inclusive of
Root for a great business success shall be a well thought HR philosophy coupled with an associated strategy. People practices of an organisation attributed more than 50% of the business success. In other way around, 50% of the most spectacular organizational failures of recent decades have been attributed to people practices.
We realize that the propeller for a new age organization is the capability to steer HR. Organizations keeping that at the forefront of their strategy seek us out to facilitate identification & implementation of the most effective HR systems and/ or renew the existing HR process aligned with their business strategy and current needs coupled with emerging trends. Be it partnering with internal HR function or to support leadership of an emerging/ matured corporation, we strive to contribute to tangible objectives and make a difference that endures and is measurable.
We achieve this through a focus on long term competitive advantage for our clients keeping in view context and ground reality. Our emphasis is on implement-ability and relevance rather than fad of the day. Through a structured approach we achieve comprehensiveness and integration with other sub-systems. Our relentlessly focus being relevance.
An array of our sought after customized interventions include:
All the organizational navigation, management or execution depends upon the competence of individuals who steer it. Aspiring organizations keen to achieve loyal customer base, mitigate trial & error costs, retain talent, and minimize high-cost-lateral-hiring will need to invest in capability building of their people.
Our belief in learnability of a human being helps work at planes beyond knowledge, skills & behavior. Complementing class-room session & out-door experiences, our programs often entail real work projects, and sometimes speed-coaching. Helping participants evolve through attitude impacting and mindset altering paradigms, we address the core aspects of organizational productivity and managerial happiness.
Depending upon the need we use a blended approach to offer the best of above training products and juxtapose that with the specific client system and participant needs/ aspirations. For geographically diverse teams in demanding roles we offer web-based digital sessions – optimizing the resource requirements as well as minimizing the disruption to demanding schedules
Training is a widely used organization development tool. Whenever possible, we transfer our skills to our client’s workforce, or train our client’s trainers, so they can continue to develop the organization’s competencies without us.
We customize all our programs to meet our clients’ needs. Every training program was originally developed for clients after analyzing their training needs. We are continually developing new programs to address the evolving needs of today’s constantly changing organizations. All our programs use proven adult training methods. We are glad to develop new programs, combine programs, and refine programs, based on your organization’s specific needs.
The Human Dimension’s targeted training programs include:
All Human Dimension training programs are in modular format. This means they can be presented in different formats, from fifteen minutes, to 90 minutes, to five days long. The ideal time to present training is just-in-time — at the moment the person or group will benefit from immediately using the tool or concept. Often we present mini-modules in the middle of a meeting we are facilitating or observing. For example, if we see that the group will progress more effectively if everyone uses a certain technique, (like the interpersonal skills of using I Statements or effective listening, or the group decision-making techniques like Venn Diagrams or Brainstorming), or if the group will benefit from a shared awareness (for example, clarifying the team’s mission or revisiting the group’s meeting norms), we “intervene” in the meeting and lead the group to learn and use the skill or concept in the moment. Often it is effective for a group to take time out from work to learn a new skill. In that case, we not only teach them how to make better decisions, or how to build a team; but whenever feasible, we lead them to make actual decisions, and actually build their team at the same time as they are adding to their knowledge of how to do it.
Team Development is one of our core competencies. Over the years, we have helped hundreds of teams and team leaders to increase their effectiveness.
Teamwork and collaboration are greatly facilitated by team development processes. The Human Dimension provides workshops, meeting and off-site retreat design and facilitation, and coaching, which enable teams to grow and achieve their objectives faster and with less stress.
We believe that two heads are indeed better than one, but only when there is an atmosphere of trust and mutuality, systems and an environment that allow people to say what they really think and feel, and processes for decision making that take those thoughts and feelings into account.
Team building, team training, and team coaching are not the same, though they often occur simultaneously. Team building focuses on improving a team’s internal alignment, as well as its relations with individuals and teams outside their boundary. Team training focuses on helping a team’s members develop the skills they need to improve their effectiveness. Team building helps a team get over barriers in its path; team training prevents the team from running into the same barriers in the future. Team coaching usually involves individual one-on-one coaching for the team leader and the members.
Team development always begins with gathering data about the present state of the team. With that information, we then design an appropriate intervention that includes exercises and activities that help the team members to raise their awareness, process the information, celebrate accomplishments, and build collaborative action plans and agreements to address any issues.
Team Building includes things like helping a team to:
Team Training usually includes improving team members’ competencies in some or all of the following skills:
Change management is an umbrella term that covers all types of processes implemented to prepare and support organizational change. These range from methodologies applied to resources, business processes, budget allocations and other operational aspects of a project. Change management in the context of project management often refers to a change control process when working on a project. That is, the process of changes in scope to a project are formally introduced and approved as a change management system.
Change management isn’t solely about projects and organizations. You’re preparing, equipping and supporting team members, real people, to adopt change. This drives the organizational success of the project. Yes, while change can happen anywhere and at any time, and people’s responses can vary, change management offers a structured method that can reign in the chaos and control your project. But it takes a strong leader to manage that change
One thing is certain: change is going to happen. It’s an inevitable fact of any team or project and, therefore, an aspect of any project that must be planned for. To best plan and respond to change, first a clear definition of change management must be understood.
To first wrap your head around change management models, it’s important to distinguish change as occurring in three distinct categories. By breaking the large subject of change into small subsets of change it immediately becomes more manageable.
Individual Change Management: People are the root of all change. You can change systems and procedures, but if you don’t address the human in the room, then you’re not changing anything. To get people to change, you must know your subject. What do they need to hear to become open to change? How and when should training be offered to help them with the transition? The tools of this trade are psychological; even neuroscience can help with finding the right angle to steer a person from one behavior to another more productive one.
Team Change Management: While the people on your team are the core target to effect change, there are also larger, more organizational issues you must address if you want to create real change in a project. To do so requires first identifying the groups that require change and how they must change. Then, create a plan that addresses these components of the project, which includes making everyone aware of the change, leading that change through coaching or some other method like training, and then driving that change in congress with the management of the whole project.
Organisational Change Management: Taking a step up from the organizational change is to address the entire enterprise. It’s basically taking change management writ large to encompass all aspects of an organization, meaning roles, structure, process, projects, leadership, etc. By approaching change on the macro-level you’re more likely to implement change on the micro-level, as a strategic engagement with change has been applied to the very workings of the organization. It creates a nimbler organization, able to stay flexible and adapt quickly to changes as they occur.
We, AODS provides talent acquisition solution for the specific need. We expertise in leadership hiring and team set-up. We also undertake outsourcing of executive level jobs as per the Organisation need