The 6D Approach to Organizational Transformation (An HRD Perspective)

The 6D Approach to Organizational Transformation (An HRD Perspective) Created & Developed by

Murad Salman Mirza SVP (Client Advocacy & Organizational Effectiveness) APAC & EMEA Regions EPIC Software Corporation

Table of Contents

Objective Introduction Pictorial Depiction of 6D Framework Brief Explanation of 6D Phases Conclusion

Objective

This presentation is geared towards providing a basic understanding of the 6D approach to organizational transformation from a HRD perspective

Introduction

The 6D approach is a systematic methodology for organizational transformation to ensure that the existing workforce is readily able to face business challenges in an uncertain economic environment and provides a viable option for the senior management to retain desired talent while minimizing the impact of right sizing and avoiding unnecessary costs of new hiring

The 6D Framework Distinguish

Disseminate

Desire

Due Diligence

Develop

Deploy

‘Distinguish’ Phase

This phase involves the identification of impacted employees and administering of the appropriate psychometric test to them for determining the additional skills/positions that complement the professional strengths of the employee from a HRD perspective within the overall organizational transformation initiative Document used = Organizational Transformation Plan, Psychometric Test

‘Desire’ Phase

This phase involves the conducting of a personal interview with the employee to gauge his/her interest in the exploring the new skills/positions that have been identified by the psychometric test Document used = Personal Interview Questionnaire

‘Develop’ Phase

This phase involves the provision of relevant training and achievement of required expertise that is a requisite for attaining the skill level necessary for employee’s desired area of interest Document used = Training & Development Plan

‘Deploy’ Phase

This phase involves all the activities pertaining to ensuring that the employee is fully engaged in his/her new area of interest within the organization and includes preventive actions to safeguard against assessed risks for ensuring higher probability of success Document used = Talent Deployment Plan

‘Due Diligence’ Phase

This phase involves the structured monitoring and periodic review of the employee’s performance in his/her new area of interest to ensure a smooth transition with timely corrective actions Document used = Performance Reports

‘Disseminate’ Phase

The phase involves the reinforcement and preservation of the knowledge bank within the organization to benefit from the lessons learnt in enriching the human capital for coping with the ability to meet challenges in an uncertain economic environment Document used = Organizational Transformation Report

Conclusion

This framework has been presented as a ‘baseline’, upon which, future strategies can be effectively and efficiently developed, implemented, monitored, reinforced and improved to complement the ‘Big Picture’ within the organizational transformation domain