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Program Detail  
There are four key areas within Organizational Development:
1. Leadership focuses on our individual and collective contribution, both as leaders in research and as leaders within the organization. Leadership isn’t about hierarchy. It relates to teams as well as individuals. A leadership framework will provide a foundation for learning and development, for reviewing performance and for building current and future leaders
2. Performance measures WorldFish results against planned objectives, and shapes accountability as a core behavior. Analysis of our collective and individual results against 2010 & 2011 plans will be shared soon
3. Capability looks to identify where the current skill shortages are in relation to the future needs of WorldFish. It will allow us over time, to introduce a more effective workforce planning approach
4. Culture is a critical component in the wellbeing of both staff and the center in general. To help ensure alignment of these two components a framework of principles, practices and supporting behaviors is being developed.
Main objectives by year

2012 Objectives

1.1 Build skills to lead transformation and change (change leadership skills).
    • establish base-line measures for change readiness
1.2 Define strategic leadership competencies establish mechanisms for 360 feedback, embed competencies
1.3 Conduct leadership program for building manager level talent

2.1 Establish report mechanisms to evaluate organizational performance relative to individual performance
2.2 Embed  a performance goal for leading and managing change in leader/manager 2012 PMP's
2.3 Improve our execution planning and reporting. Explore option to build execution tracking module in the
      OCS. Explore organizational health indicators
2.4 Recalibrate PMP approach to include 360 feedback (targeted issues) for leaders and managers

3.1 Conduct  programs 'building change resilience'
3.2 Conduct team effectiveness programs.
    • aligned with strategy execution and implementation plans
3.3 Define R in D competencies (link with HR project)

4.1 Develop a leadership framework that defines values aligned practices and principles for leaders at
4.2 Facilitate conversations to establish dialogue reperformance & accountability as a culture-team
4.3 Identify a simple framework to measure engagement
2013 Objectives
1.1 Conduct the balance of Change Leadership skills training
1.2 Survey leadership performance
    • include change leadership measures drawn from scorecard, strategic leadership competencies
    • align with performance evaluation of leaders
1.3 Conduct  a leadership program (strengthening capacity)
1.4 Stretching senior leadership
    • conduct a participatory review of the impact of the current leadership structure relative to organizational
2.1 Enhance alignment between performance + reward in salary review process
    • focus on Organizational versus individual performance alignment
2.2 Embed a performance goal for capacity assessment in leader/manager 2013 PMPs
2.3 Build critical thinking and analysis as a core competency
    • utilize OCS performance reporting in an action learning environment

3.1 Conduct the balance of 'building change resilience' programs
3.2 Conduct team effectiveness initiatives
3.3 Introduce a capacity assessment tool for leaders and managers. Commence drafting a workforce plan
      for 2014-2017
4.1 Embed the leadership framework in HR architecture (management and development), and in
      leadership surveys
4.2 Facilitate the balance of team programs rebuilding a culture of performance and accountability
4.3 Initiate regular reporting against change and engagement (HR metric)
2014 Objectives
1.1 Conduct second round of change readiness measurement and report back to the organization (HR
1.2 Survey and report leadership performance (HR metrics)
1.3 Conduct a leadership program to build future leaders 
1.4 Stretching senior leadership
    • conduct a future scanning and planning workshop with a futurist/strategist
2.1 Enhance the organizational/individual performance alignment reporting process. Build decentralized
      ownership of the process
    • evaluate the effectiveness of our performance/reward link relative to strategy achievement, and adjust
      as required                                             
2.2 Embed performance goals for change engagement and effectiveness in leader/manager 2014 PMPs
3.3 Support application of capacity assessment tool and gather data for the workforce plan
3.4 Initiate targeted capacity building based on outputs of 3.3
4.3 Evaluate progress of change and engagement through data reporting and integrate with leadership
      surveys and performance evaluation
2015 Objectives
1.2 Survey and report leadership performance (HR metrics)
1.3 Conduct a leadership program to strengthen capacity  
1.4 Stretching senior leadership - TBD
2.1 Report on performance alignment + dial up expectations
    • review and fine-tune the link between performance + reward
3.4 Invest in specific and targeted capacity building (TBD)
4.3 Reporting against change leadership is integrated with leadership surveying
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