1. Project-Certified
Organizational
Development Analyst
“An organization’s ability to learn and
put that learning into action is the only
way to achieve competitive success”
Submitted by ManishaArora
7/30/2016

2. 2
PROJECT SUBMISSION FORM
Your Exact Name (This will be printed on your certificate): MANISHA ARORA
Name of the program: CERTIFIED ORGANIZATIONAL DEVELOPMENT ANALYST
Date of attendance (will be printed on your certificate): 14TH -15TH MAY, 2016
Date of Submission: 30TH JULY / 2016
IF you a participant from WHRB/CAMI/Inhouse - Your Batch location and year : NOT APPLICABLE
Valid Email ID: manisha18arora@gmail.com
POSTAL ADDRESS YOU WANT THE CERTIFICATE TO BE DISPATCHED AT:
Evaluation & Grades
Item Maximum
Marks
Marks
Scored
Analysis of organization using strategic tool 25
Analysis using organizational excellence models 35
PCMM audit 25
Comprehensiveness of report and analysis 10
Project summary 5
TOTAL 100
Name: Manisha Arora
Street Address 1: B-198, West Patel Nagar
Street Address 2: NIL
City: New Delhi
State/Province: New Delhi
Post/Zip Code: 110008
Country: India
Working Mobile No: 9999908910
Working land phone No: 91-124-4555961

3. 3
TABLE OF CONTENTS
S.No Particulars Page No
1. Declaration 4
2 Acknowledgements 5
3. Project Outline & Organization Background 7
4.
Analysis using Organizational Excellence Models
- Tool selected- 6 Box Model
9
5.
Analysis of Organization using strategic tool-
- Tool selected- Value Discipline
16
6. HR audit using PCMM 19
7 Project summary 34

4. 4
DECLARATION
I do, hereby declare that the project submitted with Middle Earth, is completely original and authentic
work conducted by me for duration of approximately 2 months post attending the 2 days workshop
on Certified Organization Development Analyst (CODA) on 14th -15th May, 2016. The organization,
Universal Workplace Solutions (UWS), selected for conducting the various OD diagnosis and
interventions as required by the project is a fictitious one and do not exist in the real world. However
the efforts have been put to match the real world scenario as closely as possible.
I also declare that, all the contents incorporated in this project have not been submitted in any form
for award of any degree or diploma of any other institution or university.
Manisha Arora
Participant, CODA Workshop,
Date of Program- 14th -15th May, 2016.

5. 5
ACKNOWLEDGEMENT
I would like to extend my sincere thanks to the faculty Mr. Shuvam Das for his brilliant knowledge
sharing sessions. The 2 days were falling short when it comes to the depth of knowledge he offered
the participants to explore.
I would also like to extend over whelming gratitude to my mentor Mr. Surya Vrat Singh Rana for
his brilliant mentoring skills. The amount of time, his guidance all through these days and the
knowledge rich resources he shared are truly appreciated. This project would not have been
successfully completed without his constant support and direction.
Last but not the least I would like to thanks the team of Middle Earth for arranging this knowledge
rich workshop, conducting it brilliantly through 2 days and concluding the knowledge so well through
the live project work that not only reinforce all the classroom learning but also helped the participants
to relate the concepts in the live professional work environment.
Thanks & Best Regards
Manisha Arora
Participant, CODA Workshop
Date of Program- 14th -15th May, 2016.

6. 6

7. 7
Project Outline & Organization Background
The project is undertaken, with a Non Existing (imaginary) organization- Universal Workplace
Solutions (UWS). Universal Workplace Solutions, formed in 1991, is into Integrated Facilities
Management with its business spread across PAN India. It has its registered office in New Delhi.
From last 25 years, UWS is consistently increasing the productivity of their customer’s real estate
portfolio so that the people ad business can reach their full potential.
Universal Workplace Solutions delivers services for all property types through their dedicated on-site
teams with experienced management team in the background. Their whole spectrum of services
ranges from technical equipment maintenance of Heating Ventilation Air Conditioning (HVAC) ,
Electrical, Lifts, Plumbing, Energy & extends to support services Janitorial, Cleaning, Landscaping,
Security, Reception, Mail, Catering, Transport & Concierge management.
Vision of Universal Workplace Solutions
To be the world's most preferred facility management company, providing creative and innovative
solutions on a consistent basis and adding value to our customer’s business.
Mission of Universal Workplace Solutions
To mobilize our knowledge, resources and talent throughout the world and enable our clients to
make the most viable real estate decisions.
Values of Universal Workplace Solutions
Integrity
We act with honesty, fairness, respect and safety, furthering a culture of unquestioned integrity. This
strengthens relationships across businesses and functions.
Innovation
We believe there is always a better way. We encourage change and seek the opportunities it brings.
Customer Satisfaction
Our future depends on us serving as customer advocates and increasing our customers’ success.
We are proactive, hard-driving and easy to work with. We offer expert knowledge and practical
solutions. We deliver on our promises.
Sustainability
Through our products, services, operations and community involvement, we promote the efficient
use of resources to benefit all people and our planet. The environment and sustainability are key
elements of our business proposition.
Employee Engagement
As we grow, so will our people. We foster a culture that promotes excellent performance, teamwork,
inclusion, leadership and growth. Our employee and leader diversity will mirror our global markets
and population.

8. 8
The Organization Structure & Employee Strength-
The organization consists of the following departments:-
 Operations Department
 Human Resource Department
 Supply Chain Management Department
 Business Development
 Finance Department
 Information Technology Department
 Projects Department
 Transition Department
The organization structure :
Approximately 300 employees are on the payrolls of the company and 500 employees are
outsourced manpower that includes the blue collar employees like HVAC technicians, Security staff,
House Keeping team & Cafeteria Services team etc.
Requirement for Organisation Development interventions:
Universal Workplace Solutions has established itself as a successful organization for last 25 years.
With their presence across India, they have achieved revenue of 115 Crores in FY-15. In the era of
globalization, the organisation now wants to establish itself as a Global player by FY 2020. This will
certainly require scaling up of the business operations, additional deployment of manpower &
resources in a planned manner. Bringing the Organization Development techniques & practices will
play a key role both externally and internally as in terms of external environment, it will aim at
improving the ability of the organization to respond or to adapt to changes effectively, especially the
global environment and with respect to strengthening internal environment it will lead to increasing
capabilities of the employees improving human resources and communication system. As People
are the core to any business, Organisation Development practices will also contribute to enhance
the individual skills, knowledge and effectiveness of UWS in terms of all its short term goals and long
term vision. The organisation is ensuring that organizational development is not to be regarded as
one time activity but an ongoing process towards the total organizational system.

9. 9
Section 3: Analysis of Universal Workplace Solutions using “The Marvin Weisbord Six-Box
Model”
The rationale for using the Tool:-
As the organisation has business expansion plans in the next by FY-2020, the management is keen
to understand “the voice of their people”. It also wants to look into the organizational structure and
design and understand the scope of improvisations. The questionnaire, circulated amongst the team
members ,is based on Marvin Weisbord Six-Box Model that gives attention to certain issues such as
planning, incentives and rewards, the role of support functions such as personnel, internal
competitions among organizational units, standards for remuneration, partnerships, hierarchies and
the delegation of authority, organizational control, accountability and performance assessment. The
six-box model comprises of the following components (boxes) :-
 Purposes: What 'businesses' are we in?
 Structure: How do we divide up the work?
 Relationships: How do we manage conflict (coordinate) among people? With our
technologies?
 Rewards: Is there an incentive for doing all that needs doing?
 Leadership: Is someone keeping the boxes in balance?
 Helpful mechanisms: Have we adequate coordinating technologies?
Methodology Adopted:-
The following questionnaire is circulated amongst appx 225 employees of UWS. The questionnaire,
inputs received, the interpretation of results and recommendations are as follow:-

10. 10
ORGANIZATIONAL DIAGNOSIS QUESTIONNAIRE
To ensure maximum transparency and honesty from the team, the survey forms were kept
anonymous. The survey has 35 questions. The answers should be marked on the scale of 1 to 7,
where 1- Agree strongly, 2= Agree, 3= Agree Slightly, 4=Neutral, 5=Disagree Slightly, 6= Disagree
and 7=Disagree Strongly.
S.No. Questions 1 2 3 4 5 6 7
1 The goals of the organisation are clearly stated.
2 The division of labor of this organisation is flexible.
3 My immediate supervisor is supportive of my efforts.
4 My relationship with my supervisor is a harmonious one.
5 My job offers me the opportunity to grow as a person.
6 My immediate supervisor has ideas that are helpful to me
and my work group.
7 This organisation is not resistant to change.
8 I am personally in agreement with the stated goals of my
work unit.
9 The division of labor of this organisation is conducive to
reaching its goals.
10 The leadership norms of this organisation helps in its
progress.
11 I can always talk with someone at work if I have a work
related problem.
12 The pay scale and benefits of this organisation treat each
employee equitably.
13 I have information that I need to do a good job.
14 This organization is not introducing enough new policies
and procedures
15 I understand the purpose of this organization.
16 The manner in which work works are divided is a logical
one.
17 This organization’s leadership efforts result in the
organization’s fulfillment of its purpose.
18 My relationship with members of my work group are
friendly as well as professional.
19 The opportunity for promotion exists in this organisation.
20 The organization has adequate mechanisms for binding
itself together.
21 The organisation favors change.
22 The priorities of this organisation are understood by its
employees.
23 The structure of my work unit is well designed
24 It is clear to me when ever my boss is attempting to guide
my work efforts
25 I have established the relationships that I need to do my
job properly.
26 The salary that I receive is commensurate with the job
that I perform.
27 Other work units are helpful to my work unit whenever
assistance is requested.
28 Occasionally I like to change things about my job.

11. 11
29 I desire less inputs in deciding my work unit goals.
30 The division of labor of this organisation helps its efforts
to reach its goals.
31 I understand my boss’s efforts to influence me and the
other members of the work unit.
32 There is no evidence of unresolved conflict in this
organisation.
33 All tasks to be accomplished are associated with the
incentives.
34 This organization’s planning and control efforts are
helpful to its growth and development.
35 This organization has ability to change.
Scores from the Team:-
On the nextpage…..

12. 12
1 2 3 4 5 6 7
1
The goals of the organisation are clearly
stated.
Purpose 50 60 42 43 5 13 12 23.39
2
The division of labor of this organisation
is flexible.
Structure 25 22 20 18 50 50 40 36.82
3
My immediate supervisor is supportive
of my efforts.
Leadership 25 22 20 18 50 50 40 36.82
4
My relationship with my supervisor is a
harmonious one.
Relationships 11 22 25 30 74 24 39 37.04
5
My job offers me the opportunity to grow
as a person.
Rewards 51 49 28 55 14 12 16 25.25
6
My immediate supervisor has ideas that
are helpful to me and my work group.
Helpful Mechanisms 53 61 51 17 10 25 8 23.29
7
This organisation is not resistant to
change.
Attitude towards
change
27 31 15 20 48 54 30 35.29
8
I am personally in agreement with the
stated goals of my work unit.
Purpose 45 55 51 35 19 11 9 24.00
9
The division of labor of this organisation
is conducive to reaching its goals.
Structure 21 31 15 16 48 54 40 37.00
10
The leadership norms of this
organisation helps in its progress.
Leadership 15 11 17 15 45 90 32 40.61
11
I can always talk with someone at work
if I have a work related problem.
Relationships 25 22 20 18 50 40 50 37.18
12
The pay scale and benefits of this
organisation treat each employee
equitably.
Rewards 71 58 15 19 19 22 21 24.36
13
I have information that I need to do a
good job.
Helpful Mechanisms 59 61 53 10 17 20 5 22.14
14
This organization is not introducing
enough new policies and procedures
Attitude towards
change
17 18 19 32 27 80 32 38.46
15
I understand the purpose of this
organization.
Purpose 59 61 53 10 17 20 5 22.14
16
The manner in which work works are
divided is a logical one.
Structure 18 7 10 47 65 67 11 37.64
17
This organization’s leadership efforts
result in the organization’s fulfillment of
its purpose.
Leadership 11 9 15 15 90 45 40 40.50
18
My relationship with members of my
work group are friendly as well as
professional.
Relationships 53 61 51 17 10 25 8 23.29
19
The opportunity for promotion exists in
this organisation.
Rewards 98 26 32 18 16 19 16 22.29
20
The organization has adequate
mechanisms for binding itself together.
Helpful Mechanisms 51 55 45 35 20 10 9 23.54
21 The organisation favors change.
Attitude towards
change
35 28 32 33 32 33 32 32.18
22
The priorities of this organisation are
understood by its employees.
Purpose 71 58 15 19 19 22 21 24.36
23
The structure of my work unit is well
designed
Structure 17 18 19 32 80 27 32 36.57
24
It is clear to me when ever my boss is
attempting to guide my work efforts
Leadership 31 27 20 15 54 48 30 34.75
25
I have established the relationships that
I need to do my job properly.
Relationships 25 16 26 21 26 65 46 37.89
26
The salary that I receive is
commensurate with the job that I
perform.
Rewards 45 55 51 35 19 11 9 24.00
27
Other work units are helpful to my work
unit whenever assistance is requested.
Helpful Mechanisms 50 60 42 43 5 13 12 23.39
28
Occasionally I like to change things
about my job.
Attitude towards
change
35 28 32 33 32 33 32 32.18
29
I desire less inputs in deciding my work
unit goals.
Purpose 53 61 51 17 10 25 8 23.29
30
The division of labor of this organisation
helps its efforts to reach its goals.
Structure 25 22 20 18 50 40 50 37.18
31
I understand my boss’s efforts to
influence me and the other members of
the work unit.
Leadership 17 18 19 32 27 80 32 38.46
32
There is no evidence of unresolved
conflict in this organisation.
Relationships 27 31 15 20 30 54 48 36.57
33
All tasks to be accomplished are
associated with the incentives.
Rewards 50 60 42 43 5 13 12 23.39
34
This organization’s planning and control
efforts are helpful to its growth and
development.
Helpful Mechanisms 55 45 51 35 19 11 9 23.64
35 This organization has ability to change.
Attitude towards
change
15 11 17 15 45 90 32 40.61
Weighted
Average
Responses from the team
S.No. Questions Areas

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Scoring Sheet:-
Purpose Structure Leadership Relationship
Quest
No
Score Quest No Score Quest No Score Quest No Score
1 23.39 2 36.82 3 36.82 4 37.04
8 24.00 9 37.00 10 40.61 11 37.18
15 22.14 16 37.64 17 40.50 18 23.29
22 24.36 23 36.57 24 34.75 25 37.89
29 23.29 30 37.18 31 38.46 32 36.57
TOTAL 117.12 TOTAL 185.21 TOTAL 191.14 TOTAL 172.00
AVERAGE 23.4 AVERAGE 37.0 AVERAGE 38.2 AVERAGE 34.4
Rewards Helpful Mechanism
Attitude Towards
Change
Quest
No
Score Quest No Score Quest No Score
5 25.25 6 23.29 7 35.29
12 24.36 13 22.14 14 38.46
19 22.29 20 23.54 21 32.18
26 24.00 27 23.39 28 32.18
33 23.39 34 23.64 35 40.61
TOTAL 119.28 TOTAL 116 TOTAL 178.7
AVERAGE 23.9 AVERAGE 23.2 AVERAGE 35.7
Interpretation & Diagnosis sheet:
This questionnaire is a strong instrument to collect data on organisation functioning. It measures the
perceptions of employees, working at Universal Workplace Solutions to determine areas of
immediate intervention that will lead to overall organization development.
For the purpose of this diagnosis, total 225 employees have been chosen to take up the
questionnaire. These employees represent various departments like- Operations, Human Resource
Department, Supply Chain Management Department, Business Development, Finance Department,
Information Technology Department, Projects Department and Transition Department. The
employees are at junior and middle levels. The respective scores that they have given in each area
are mentioned as above. On a scale of 1 to 7, 1 represents optimum functioning and 7 represents
the severe problem area. 4 is the neutral point. Post scoring, the weights are attached against total
score for calculating the weighted average. The interpretation and diagnosis of the scores is as
follow:-
Purpose:
1 Short & Long team goals of the organisation seem to be clearly defined and communicated to the
employees.
2. Team has clarity on what is expected out of them as individual contributor and also as team
members
3. Team understands and aligns well to the Vision, Mission & Core Values of UWS.
4. Mission 2020 seem to be well adopted by each and every individual at UWS.
Structure:
1. Based on the questionnaire analysis, the team appears to be not very satisfied with the division
of work.

14. 14
2. Some employees especially at lower level are overburdened with work and have to stretch
themselves beyond official timing.
3. Also due to short staff, people have been given add on work which is beyond their expertise and
experience. Staff, especially at the client site has to spend additional hours in doing the
maintenance and deep clearing activities that can’t be done during the employees at client sites.
4. Most of the employees at client site are doing double shift work due to shortage of manpower.
5. This appears to be a more severe condition in a longer run as employees lose their productivity
and specialization in case they are given too many responsibilities beyond their capacities.
Leadership:
1. Team also seems to be dissatisfied with the leadership at UWS as they feel leaders are not able
to understand the core issues at client site. There is a tremendous amount of pressure from the
client and leadership also seems to be insensitive about that.
2. The leaders are not able to motivate their team members. Though organisation has a good
reward system and sound appraisal system, still team feels good leadership qualities to be
missing in the leadership team.
3. Most of the appreciations and rewards are left for HR & organisation policies to manage. Spot
awards by the individual leaders seem to be missing at UWS.
4. The leadership team is centrally located in North India is not able to connect with South and
West team where the major strength of employees rests. This leads to non regular
communication and updates between the team and leadership.
Relationships:
1. The leaders are not able to manage the inter & intra departmental conflicts leading to week team
bonding
2. Employees feel hesitant in sharing their concerns and problems either personal or professional
with their managers.
Rewards:-
1. UWS has a sound reward system in place which is quite evident through questionnaire analysis
as well wherein team has shared their high satisfaction with the reward system.
2. Team is also satisfied with the salary structure & their career progress.
3. HR has an active role here as team finds their roles progressing and encouraging.
Helpful Mechanisms:-
1. The organisation has adequate mechanisms to ensure employees can work in a smooth
manner.
2. Though leadership lacks team building skills but organisation seems to have strong systems in
place to ensure sound inter team relations.
3. There are enough growth & developments for the team members. Learning & Development
opportunities seem to play a strong role here.
Attitude towards change:-
1. Team is quite receptive & adaptive to new changes in the system; rather they are looking
forward for improvisations especially at senior level.
2. The organisation is prepared to bring certain improvisations in the policies and procedures.
3. Majorly employees are flexible to change their current profile and roles.
Conclusion:-
The Six boxes model, is designed by Marvin Weisbord as a diagnostics tool of organizational
effectiveness. The six key areas, identified by him highlight the core foundations stones of any
successful organisation- 'things that must go right'. The result of the diagnosis is a prioritized list
of ready to be implemented interventions that can drive a change process. In case of Universal
Workplace Solutions, the organisation seems to be transparent and consistent with their defining

15. 15
purpose of the organisation, support mechanism and their reward system. However there are certain
grey areas like- Leadership, maintaining team congeniality, clarity and balance in role and
responsibility where the organisation has enormous scope of improvisations. An immediate and
sincere intervention will surely align with the growth strategy of the organisation.

16. 16
Section 2 : Analysis of any organization using a Strategic tool: Value Discipline
The organization Universal Workplace Solutions (UWS) drives continuous improvement by
harnessing their experience and expertise to bring new ideas and market intelligence on the table.
Because they customize their portfolio & service model to suit customer’s needs, they enable
themselves to respond to changing business requirements and give their customer a confidence in
achieving the desired outcomes by backing their ability to deliver results. From its inception in 1995,
UWS, has been a Customer intimacy organization. Customer intimacy, means segmenting and
targeting markets precisely and then tailoring offerings to match exactly the demands of those
niches. The leaders have aligned their entire operating model, i.e the company’s culture, business
processes, management systems, and computer platforms—to serve one value discipline i.e.
Customer intimacy. Organizations that excel in customer intimacy combine detailed customer
knowledge with operational flexibility so they can respond quickly to almost any need, from
customizing a product to fulfilling special requests. As a consequence, these companies engender
tremendous customer loyalty. Facility Management being customer driven industry, customer
intimacy is built around the idea of putting the customer at the center of everything. Since UWS’s
major staff is based at client site, it helps in narrowing what customer wants and serving customers
better, which in turn boosts business reputation and brings increasing returns. Their prime focus is to
tailor and customize its services to fit the increasingly requirements of the customers. They seek a
deep understanding of their customers’ business in order to tailor offering to meet customer’s
specific needs. This has led to a “virtuous circle”, where one good thing leads to another. Along with
expanding its operations globally, UWS also wants to diversify into Projects business. Focus on
Customer Intimacy will lead to increase the size of wallet by pulling the projects business from its
Facility Management clients.
Following value discipline of Customer Intimacy can be expensive, as organisation needs to invest
in the solutions that fit the customers the most, they also have to spend a lot to build customer
loyalty in the long term. The organisation typically looks at the customer’s lifetime value to the
company, not the value of any single transaction. This is why employees of UWS do almost
anything—with little regard for initial cost—to make sure that each customer (whether client
organisation or even an individual client at site)gets exactly what he or she really wants. Many a
time’s solution goes beyond the agreed scope of work leading to incurring expenses in certain areas
which client never pays back. This leads to funds leakage into non client funded activities. Moreover
many a times, UWS has to be dependent on the low margins due to high 3rd party manpower. In
order to increase the margins, UWS now wants to proceed in switching to another Value discipline
known as Operational Excellence, while keeping a strong emphasis on Customer Intimacy as well.
Operational excellence, means providing customers with services at competitive prices and
delivered with minimal difficulty or inconvenience. This will impact UWS’s business in two big ways:
one, it will significantly reduce their costs by eliminating waste and driving productivity, and two, at
the same time, it will increase the reliability of their assets, and the quality and the speed of their
service delivery. As soon as the technical team will be on the rolls of UWS, the margins will shoot up
and also UWS will have a chance to utilize and train the team at their terms and conditions.
Some of the steps that UWS is planning to take, moving towards Operational Excellence:
Scope Identification Management: Identifying if the work request is in scope or out of scope is
critical. In order to identify if work is in scope or out of scope, accounts should follow the Scope
Management Process. As part of the Scope Management Process, there is a scope decision tree at
the beginning of the process that uses a set of decision points to determine whether a service
request is in-scope or not.
Out of Scope services : These are defined as services that are performed or managed by UWS but
not included in the Contract/Statement of Work (SOW). The Scope Management Process applies to

17. 17
all out of scope requests, with the exception of emergencies. In the case of an emergency out of
scope work request, the account should execute the work then notify the Client within 24 hours or
other timeframe as may be dictated by the contract. The authorization matrix from UWS will be more
stringent to keep a check on the expenses incurred at sites but not reimbursed by the client.
Scope Matrix Tool: Scope of services must be documented in the Scope Matrix Tool to summarize
information that is usually in several different documents. This enables the site leadership team to
effectively identify what services are in and out of scope for their Client. It also serves as a good
communication tool with the Client to align understanding and clarify scope expectations. Therefore,
it should be periodically reviewed with the client for accuracy and updated as necessary. Client will
reimburse UWS for the incremental costs incurred above the threshold (excess costs). Thus, it is
important that the account tracks the volume of these services so that the excess costs can be
charged outside the fixed price service contract.
Maintenance Asset Life Management The condition of the client’s assets can have a significant
impact on an account’s maintenance costs. If assets are not properly maintained or are at the end of
their useful life, the cost to maintain such assets can increase substantially. This cost due to
improper maintenance or maintaining an asset at the end of its life presents cost control challenges
to UWS
Warranty Process addresses the fact that UWS is incurring additional cost of repair and
maintenance of assets once the warranty period ends. These costs within warranty would have been
borne by the manufacturer. From a scope management perspective, the UWS has the responsibility
of monitoring the condition of the assets in scope. This information must be reviewed with the client
(at least annually) in order to facilitate the decision process regarding replacement or recapitalization
of assets. This will provide enough time to the client to plan for major replacements and also create
a provision for repair works that involves huge investments.
Self Performing of House Keeping & Technical Services:
UWS has engaged with multiple vendors for their manpower requirements of certain services like-
Housekeeping, Cafeteria services, Security Services and Maintenance services. This leads to low
share in the margins as due to shortage in supply and excessive demand, the trained team is difficult
to appoint and retain. A good alternative is to bring these services on the rolls of UWS where we
have choice of selecting the manpower and also UWS can provide enough training to the new
recruits to align them with the high service standards of the customers along with principles of
Operational Excellence as well. It will be advisable to bring the manpower from organizations who
have already been practicing lean structures and have established standards for cost saving and
optimum utilization of manpower.

18. 18
It will also be recommended for UWS to bring in leadership expertise from an organisation with
similar model so that the new recruits and existing systems can be well aligned to new value
discipline UWS is heading to.

19. 19
HR Audit using People Capability Maturity Model
Organizations are now competing in two markets, one for their products and services and one for the
talent required to produce or perform them. An organization’s success in its business markets is
determined by its success in the talent market. At the very time that business markets are
expanding, talent markets seem to be shrinking. As the knowledge required building products and
delivering services increases, the retention of experienced employees becomes critical to improving
productivity and time to market. In every domain of business, executives know that their ability to
compete is directly related to their ability to attract, develop, motivate, organize, and retain talented
people.
The People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices
that continuously improve the capability of an organization’s workforce. Since an organization cannot
implement all of the best workforce practices in one go, the PCMM introduces them in stages. Each
progressive level of the People CMM produces a unique transformation in the organization’s culture
by equipping it with more powerful practices for attracting, developing, organizing, motivating, and
retaining its workforce. Thus, the PCMM establishes an integrated system of workforce practices
that matures through increasing alignment with the organization’s business objectives, performance,
and changing needs.
The People CMM’s or PCMM’s primary objective is to improve the capability of the workforce.
Workforce capability can be defined as the level of knowledge, skills, and process abilities available
for performing an organization’s business activities. Workforce capability indicates an
organization’s:-
 Readiness for performing its critical business activities
 Likely results from performing these business activities and
 Potential for benefiting from investments in process improvement or advanced
technology.
The People CMM consists of five maturity levels that establish successive foundations for
continuously improving individual competencies, developing effective teams, motivating improved
performance and shaping the workforce the organization needs to accomplish its future business
plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities
for developing the organization’s workforce. By following the maturity framework, an organization
can avoid introducing workforce practices that its employees are unprepared to implement
effectively.
Each maturity level provides a layer in the foundation for continuous improvement of the
organization’s workforce capability. Achieving each level of the maturity model proceeds towards a
different component of workforce capability, resulting in an overall increase in the workforce
capability of the organization. Each process area comprises a set of goals that, when satisfied,
stabilize an important component of workforce capability. Each process area is described in terms of
the practices that contribute to satisfying its goals. The five levels are -
 Initial Level
 Repeatable Level / Predictable Level
 Defined Level
 Managed Level
 Optimized Level

20. 20
Part B: Stage-wise analysis of UWS based on PCMM parameters
As Universal Workplace Solutions is heading towards business expansion, it is very pivotal to map
where it stands with respect to its workforce capability. People are the core drivers to initiate any
growth plan, so conducting PCMM audit is very much required for the business. PCMM audit will
also be helpful to identify and bridge the gap areas that are required to proceed towards the next
defined maturity level.
PCMM Maturity Level 1 - The Initial Level (Inconsistent Management)
Organizations at initial Level exhibit four characteristics which are mentioned as follow. Universal
Workplace Solutions has turned out to be negative for all the following characteristics:-
S.No. Details Remarks
1 Inconsistency in performing
practices
The basic HR practices are in place in UWS. HR
has defined processes for Recruitment, Job
Description, defined Roles & Responsibilities and
Performance Management system. Learning &
Development Department takes care of gap
analysis on the basis of Performance appraisals’
feedback and discussion with the Functional Leads.
Team members at all the levels are engaged and
aligned with the Vision, Mission & core Values of
UWS. HR Budgets are allocated for Team
Engagement Practices – Annual Employee Survey,
Team Outings, External Training programs etc. are
However as organisation looks forward for growth,
its test for the 2nd PCMM maturity level for HR
practices is very crucial.
2 Displacement of responsibility
3 Ritualistic practices
4 An emotionally detached workforce
Level 1, Initital Level,InconsistentManagement
Level 2, Repeatable Level, People Management
Level 3, DefinedLevel,CompetancyManagement
Level 4, Managed Level,CapabilityManagement
Level 5, OptimizedLevel,Change Mangement

21. 21
Universal Workplace Solutions appears to be aligned at all the checks mentioned at initial level of
PCMM audit. We will now proceed to test the organisation for Level 2.
PCMM Level 2 – Repeatable/Predictable (Performance Centricity):
As the organisation progresses through initial phase, it overcame the limitations mentioned at Level
1 and evolved with new People Processes. Universal Workplace Solutions is now checked for the
defined parameters of PCMM’s Maturity Level 2. Going by the pre-laid Process Areas under the
PCMM, the Organisation Analysis has been done as under :
Parameters/
Initiatives to be
done
Parameters Applicability
for UWS
Remarks/
Way forward
Work Environment- The purpose of Work Environment is to establish and maintain physical working
conditions and to provide resources that allow individuals and workgroups to perform their tasks
efficiently and without unnecessary distractions.
Goals
Parameters
An environment that supports the performance of business processes is established &
maintained
The resources needed by the workforce to perform their assignments are made
available
Distractions in the work environment are minimized.
Activities to
be done
Laws & Regulations Governing the
Work Environment are
communicated to the workforce
UWS is
Compliant
All applicable Labor Laws including-
Provident Fund, Gratuity, Minimum
Wages, Compensation, Bonus etc. are
duly followed. In additional to this,
UWS adheres to the Safety standards
including those of related to regulatory
agencies such as the Occupational
Safety and Health Administration
(OSHA). The changes in the
regulations are updated communicated
to the team members.
Violations of laws and regulations
governing the work environment are
raised to a responsible individual
and are handled according to a
documented procedure
UWS is
Compliant
The Compliance team is very robustin ensuring
100% compliance notonlyfor the on on-roll
employees butalso for Third party employees,on
the payrolls of vendors.Regular auditensures
that compliances are adhered across the
organisation.From Safety perspective-
Comprehensive Health,Environment,& Safety
System (CHESS) form is maintained online to
report any accident or any near miss situation.
The same is monitored byEHS Lead of the
organization.
The resources needed to
accomplish a unit’s business
process are made available in a
timely manner-
UWS is
Compliant
Resource and staff support needs are
planned and provided on a periodic
(e.g., annual) and event-driven (e.g.,
project initiation) basis. When
resources cannot be provided on a
timely basis or at all, contingency
actions are implemented.
Individual workspaces provide an
adequate personal environment for
performing assigned work
responsibilities
UWS is
Compliant
Adequate work space prescribed as per
Factories Act, is made available to the
team including : Individual workspaces,
Spaces for group work, Public spaces,
such as conference rooms and meeting

22. 22
spaces, Specialized workspaces, such
as training areas, Support areas for
storage, documentation etc. is well in
place.
Periodic improvements are made to
the work environment that increases
effectiveness in performing work.
UWS is
Compliant
The work environment is periodically
analyzed to identify changes or
resources that could improve work
performance. Within prudent limits,
such as available budget, resources for
high priority improvements are made
available.
Environmental factors that degrade
or endanger the health of workforce
are identified and corrected.
UWS is
Compliant
Responsible individuals (eg. –EHS
Lead & Ergonomics Specialists
conduct periodic inspections of the
work Environment) maintain
awareness of conditions in the work
environment that might affect the
health or safety of individuals who
might be exposed to them. They are
responsible to identify and implement
reasonable accommodations to protect
the health or safety of the workforce
and ensure that corrections are being
made as and when required.
Physical factors that degrade the
effectiveness of the work
environment are identified and
corrected.
UWS is
Compliant
Sources of frequent interruption or
distraction that degrade the
effectiveness of the work
environment are identified and
minimized.
UWS is
Compliant
EHS manager, maintains an
awareness of the physical factors in
the work environment that could
degrade the performance of those
exposed to
these factors. Examples of physical
factors that could degrade the
effectiveness of the work environment
include the following:
• Inadequate office or meeting space
• Poor lighting
• Inadequate heating, ventilation, or
cooling
• Unpleasant odors
• Vibration
• Excessive noise
• Crowding
Communication- The purpose of Communication is to reinforce the importance of open
communication within the organization to establish formal procedures for raising and resolving
concerns, to ensure that workgroup time is used most effectively.
Goals /
Assessment
Parameters
1. A social environment that supports task performance and coordination among
individuals and groups is established and maintained.
2. Information is shared across levels of the organisation.
3. Individuals develop skills to share information and coordinate their activities.
4. Individuals are able to raise grievances and have them addressed by management.
Activities to
be done
The people related policies and practices
of the organization are communicated to
the workforce
UWS is
Compliant
Individuals and units are
informed of policies and
practices that are related to
them- These includes:-
 Hiring policies
 Training and

23. 23
development policies
 Compensation
strategies
 Career growth policies
 Promotion and
transfer procedures
 Retraining practices
 Procedures for raising
a concern
 Performance
management practices
Management communicates information
about organizational events and
conditions to the workforce on a periodic
and event driven basis
UWS is
Compliant
Information about
organizational wide events are
communicated to the
workforce on a periodic and
event-driven basis. These
events may relate to Strategic
Meets related with -
organizational mission, vision,
and strategic objectives. Other
meeting may relate to-
• Business ethics
• The organization’s values
• Business plans and
objectives
• Financial results and
conditions
• Business performance
• Quality, productivity, cost, or
time-to-market results
• Changes in organizational
structure or processes
The communication skills needed to
perform task assignments are developed
UWS is
Compliant
Examples of training related to
facilitating or improving
communication or
coordination include the
following:
• Relevant communication or
coordination methods
• Facilitating and developing
communication skills in others
• Development of interpersonal
communication skills
• Dispute arbitration or
resolution techniques
• Planning and coordination
methods
• Meeting facilitation
• Addressing concerns,
grievances or issues
• Planning and executing an
organizational communication
strategy
• How to use different
communication media
effectively
The interpersonal communication skills
necessary to establish and maintain
effective working relationships are
developed.
UWS is
Compliant
Interpersonal problems or conflicts that UWS is Individuals or groups can raise

24. 24
degrade the quality or effectiveness of
working relationships are handled
appropriately
Compliant concerns according to a
documented
Procedure. The procedure
typically specifies:
 how a concern may be
raised
 requirements for tracking
and resolving concerns
that have been raised
 how responses should be
provided regarding a
concern
 how to conduct and
record a meeting, if
needed, to discuss
possible
 resolutions of a concern;
 follow-on activities after
problem-solving meeting
and
 how to raise a concern
directly with higher
management if it cannot
be resolved at a lower
level.
2. Individuals or groups may
raise a concern to any level of
management without fear of
reprisal..
Individual’s opinions on their working
conditions are sought on a periodic and
event driven basis
UWS is
partially
Compliant
Though Annual Employee
Survey is conducted but
there is a delay in
implementation of Survey
action points. Also control
mechanism is missing
leading to delays in bringing
these improvisations in
practice.
Individuals or groups can raise grievances
according to a documented procedure
UWS is
Compliant
As mentioned above.
Management tracks to closure activities
related to the resolution of a grievance
UWS is
Compliant
1. Responsibilities are
assigned for tracking the
status of concerns.
2. The status of all open
concerns is periodically
reviewed by management.
3. When appropriate
progress has not been made
in resolving a concern,
corrective actions are taken.
Meetings are conducted to make the most
effective use of the time to those
participating.
UWS is
Partially
Compliant
Though guidelines are
developed for maximizing
meeting efficiency based on
the organization’s culture and
business processes but most

25. 25
of the meeting are not
concluded well. There is no
follow up plan in place. Most
of the meeting are concluded
without deciding any further
course of action
Staffing: The purpose of Staffing is to establish a formal process by which committed work is matched
to unit resources and qualified individuals are recruited, selected, and transitioned into assignments.
Assessment
Parameters
1. The organisation actively recruits for qualified talent
2. The most qualified candidate is selected for each position
3. Selected candidates are transitioned into their new position
4. Members of a unit are involved in its staffing activities.
Initiatives/Activiti
es to be done
Responsible Individuals plan and
coordinate the staffing activities of
their units in accordance with
documented policies and procedures
UWS is
Compliant
Staffing activities comply with
the business objectives and
stated values of the
organization and comply with
all applicable laws and
regulations.
Position openings within a unit are
identified and analyzed
UWS is
Compliant
Every vacancy is
documented and filled as per
the allocated budget
available. First priority is
given to utilize the available
resources.
Position openings within the
organization are widely
communicated
UWS is
Compliant
Open positions within a unit
are regularly communicated
to members of the unit so
that they can assist in
recruiting qualified
candidates. Bounty Scheme
exists for referrals.
External recruiting activities are
planned and coordinated with unit
requirements
UWS is
Compliant
Responsibilities for external
recruiting activities are
coordinated between the
unit and the organization,
and recruiting activities are
planned. Certain sources
are- Universities, Technical
schools, Advertisements,
Professional societies,
Professional conferences and
Professional recruiters etc.
A selection process and appropriate
selection criteria are defined for each
open position
UWS is
Compliant
Assessment parameters &
competencies are defined for
each positions and people
are hired in alignment to that.
The position is offered to most
qualified candidate
UWS is
Compliant
All qualified candidates are
compared regarding their
relative fitness for the open
position, and the candidate
whose skills and other valid
attributes best fit the open
position is selected.

26. 26
The organization coordinates to
attract the selected candidate
UWS is
Compliant
The hiring process is
designed to respond within
sufficient time to attract
selected candidates.
The selected candidate is
transitioned to new position
UWS is
Compliant
Examples of transition
activities include the
following:
• Relocation planning
• House-hunting
• Setting up a computing
environment
• Preparing an office and
required equipment
• Selecting an orientation
mentor
• Meeting existing members
of the unit
• Orientation to the job
• Orientation to the
organization
All appropriate members of a unit are
actively involved in its staffing
process
UWS is
partially
Compliant
Only senior members from
each unit participate in the
recruitment process along
with HR.
Workforce reduction and other
outplacement activities are
conducted in accordance with the
organization policies and procedures
UWS is
Compliant
Workforce reduction and
outplacement activities are
reviewed to ensure that they
respect the rights and dignity
of each individual and that
they are consistent with all
applicable laws, regulations,
and organizational policies
governing staffing and
discharge decisions.
Individuals to be discharged
from a unit are made aware
of open positions within the
organization, when
appropriate.
Performance Management- The purpose of Performance Management is to establish
objectives related to committed work against which unit and individual performance can
be measured, to discuss performance against these objectives, and to continuously
enhance performance.
Assessment
Parameters
1. Job Performance is measured against criteria and documented.
2. Job Performance is regularly discussed to identify actions that can improve it.
3. Development opportunities are discussed with each individual.
4. Performance problems are managed
5. Outstanding performance is recognized.
Initiatives/
Activities to be
done
Objective performance criteria are
established for each unit
UWS is
Compliant
The organization’s business
objectives are available to
support setting unit
performance objectives.
Experienced individuals
having expertise in

27. 27
performance management
methods are made available
for guidance in these
activities.
The unit’s performance criteria are
periodically reviewed to determine
their appropriateness under changing
business or organizational conditions
and if necessary revised
UWS is
Compliant
Unit performance objectives
are periodically reviewed with
management or other
members of the organization
to determine the
appropriateness of these
objectives to changed
business conditions or work
commitments
The unit’s performance criteria are
allocated appropriately to subunits
groups or individuals within the unit
UWS is
Compliant
The unit’s performance
criteria are based on the
unit’s committed work. These
performance criteria are
established and maintained
on a schedule that coincides
with the schedule on which
work commitments are made
for the unit.
Objective performance criteria for
each individual are periodically
documented for each individual
UWS is
Compliant
Online performance
management system- Taleo,
is followed across the
organization. Performance
criteria’s are defined, tracked
and monitored as per UWS’s
policy.
Performance criteria for each
individual are periodically reviewed
and if necessary revised
UWS is
Compliant
Performance objectives of
each individual are
periodically reviewed with
members of the organization
to determine the
appropriateness of these
objectives to changed
business conditions
Those responsible for performance
management activities maintain
ongoing communication about job
performance with those whose
performance they evaluate
UWS is
partially
Compliant
Quarterly review happens
and feedback is given by the
reporting managers. Though
it is not monitored by the HR.
Those responsible for performance
management activities maintain an
awareness of job performance of the
individuals whose performance they
evaluate against each individual’s
documented performance criteria
UWS is
Compliant
Periodic meetings to analyze
how the performance of
assigned responsibilities could
be improved happen between
employees and responsible
individuals. Periodic meetings
to document and discuss
accomplishments against
performance objectives are
organized on quarterly basis.
Potential improvements in process ,
tools, or resources which could
UWS is
Compliant
Ways to improve the
performance of committed
work are periodically

28. 28
enhance an individual’s performance
in his or her current assignment are
identified and actions taken to
provide them
discussed and improvement
actions are taken. This
includes- Ongoing discussion
about work performance
between individuals
and those responsible for
managing their performance,
Group discussion of work
performance, Problem
solving sessions,
Recommendations by a
mentor, coach, or trainer,
Process or work analysis
activity, Management or
customer reviews or
feedback etc.
A consistent method is defined and
documented for providing formal
feedback on individual or group
performance on a periodic or event
driven basis
UWS is
Compliant
Examples of methods for
documenting and discussing
performance results include
the following:-
• Performance appraisals
• Peer group evaluations
• 360o reviews
• Performance panel reviews
Formal feedback on individual and/or
group performance is provided on a
periodic and event driven basis.
UWS is
partially
Compliant
Feedback discussion takes
place but not documented/
recorded. Done more on the
discretion of reporting
managers and not process
driven.
If performance problems occur, they
are discussed with appropriate
individual or group
UWS is
partially
Compliant
Personal Improvement Plans
are chalked out post
employee and manager
discussion but these are not
monitored very closely.
A documented performance
improvement plan is developed for
resolving performance problems
UWS is
partially
Compliant
Examples of ways to improve
the performance of committed
work
include the following:
• Training in task-related
knowledge and skills
• Apprenticing to an
experienced individual or
group
• Mentoring or coaching
• Improved coordination with
other individuals
•Improvements in work
environment conditions.
Progress against a documented
performance improvement plan is
periodically evaluated, discussed,
and documented
A development discussion is held
with each individual on a periodic
basis
UWS is
Partially
Compliant
There are no formal
development discussion
forums. Both at remedial
levels and at succession
planning, the system lacks a
concrete process.

29. 29
Recognition and rewards are made
on an appropriate basis as events
occur that justify special attention
UWS is
Compliant
Above & Beyond Policy
exists and followed quite
strictly. These are
performance driven and on
the basis of predefined
criteria.
Training- The purpose of Training and Development is to ensure that all individuals have
the skills required to perform their assignments and are provided relevant development
opportunities.
Goals/
Assessment
Parameters
1. Training in the critical skills required in each unit is provided.
2. Individual receive timely training that is need to perform their assignments.
3. Training Opportunities are made available to all individuals
Initiatives/Activ
ities to be done
Critical skills required for performing
critical tasks are identified in each unit
UWS is
Compliant
Critical skills are those that, if
not performed effectively,
could jeopardize the
successful performance of
these assigned tasks.
Training needs related to
these critical skills are
identified for each individual.
Then, each unit develops a
training plan based on the
training needs identified for
each individual within the
unit. Training in critical skills
is delivered in a timely
manner and is tracked
against the unit’s training
plan.
The training needs for each unit are
identified
UWS is
Compliant
Annual Training Needs
Survey is conducted unit
wise and individual wise and
forms a basis for Training
plan.
Each unit develops and maintains a plan
for satisfying its training needs
UWS is
Compliant
Functional Training are
conducted by each unit
separately in addition to the
Corporate L&D initiatives
which are centrally driven by
L&D Department. The
approach is both at micro &
macro/organisation level.
Individuals and/or groups receive the
training they need to perform their
assigned task
UWS is
partially
Compliant
Each individual/unit’s gaps of
existing performance and
desired performance are
identified.
• Standard number of days of
training that each individual
should
receive during a chosen time
period (usually per year)
• Training is conducted as per
the identified requirements.
Relevant training opportunities are UWS is Certain training are

30. 30
identified and made available to support
each individual’s development
partially
Compliant
conducted only for the
employees on the rolls of
UWS and not for contractual
staff. Competencies for
different roles are defined
and competency based
training are conducted as
and when required for the
individuals.
Training is tracked against the unit’s
training plan.
UWS is
Partially
Compliant
Organization’s wide training
are driven by Central L&D
team and not by individual
departments.
Compensation:- The purpose of Compensation is to provide all individuals with remuneration and
benefits based on their contribution and value to the organization.
Initiatives
& Activities
to be
done.
A compensation strategy is developed. UWS is
Compliant
The compensation strategy,
practices, and activities
comply with relevant laws,
regulations, and
organizational policies are in
place. Minimum wages Act is
duly adhered to.
The compensation strategy is periodically
reviewed to determine whether it needs to be
revised
UWS is
Compliant
Appropriate policy on
Compensation is in place
and is reviewed annually.
Annual salary survey are
conducted to ensure that
team’s views are mapped
and monitored.
Where appropriate, individuals are involved in
developing or revising components of the
compensation strategy
UWS is Non
Compliant
Only HR is involved in C&B
revisions.
A compensation plan is prepared on a periodic
basis for administering the compensation
strategy
UWS is
Partially
Compliant
Though periodic review is
done, but , no benchmarks
are established.
The compensation strategy is communicated
to the workforce
UWS is Non
Compliant
Dissatisfaction among
resources due to
Compensation was voiced
during Employee Survey.
However no corrective
actions were taken. Team
has less clarity on salary
packages.
Each individual’s compensation package is
determined through a documented procedure
that is consistent with the organizations’
compensation policy, strategy, and plan
UWS is
Compliant
Guidelines for using different
compensation vehicles and
criteria in determining
compensation for different
positions exists as per
defined polices of UWS.
Compensation activities are performed by
responsible individuals in accordance with a
documented procedure
UWS is
Compliant
Decision regarding an individual’s
compensation package are communicated to
the individual
UWS is non
Compliant
This happens in the case of
new joinees but during
appraisals salaries are

31. 31
revised without any
discussion with the team.
The salaries of new hires and
existing staff are not brought
at par
Responsible individuals periodically review
compensation package for all those whose
compensation they administer, and they take
action on discrepancies from the
organization’s policy , strategy or plan
UWS is
Partially
Compliant
Difference in salaries is
observed but no concrete
steps are taken to resolve
the concerns.
Observations & Way ahead :-
Universal Workplace Solutions is currently through with the initial phase of PCMM and is moving
consistently towards PCMM level – II. To ensure its adherence to level 2, it is pertinent to bring more
robust processes and compliance adherence in place. UWS needs to look into the gap areas in all
the six areas and need to plan the improvisation standards accordingly to align with Level 2 of
PCMM.
Recommendations for aligning with PCMM, Level-II:-
Universal Workplace Solutions is compliant to their practices with respect to Work Environment.
The physical working conditions to ensure team is able to perform to their best levels are provided
by the organisation. All the compliances with respect to providing a safe and congenial place of work
are in place.
With respect to Communication, the right practices are followed in majority of cases. UWS has
systems rightly placed to ensure good flow of communication within the team. Information is shared
in a proper manner leading to clarity and sound understanding of the message. There is proper
system of grievances handling. Employees are given an opportunity to make their voice heard.
Some improvisation areas are as follow:-
 There should be more robust system to ensure that the action points highlighted during the
Annual Employee Survey are duly adhered to. Reporting managers must have a Key
Responsibility Area to ensure that action points during the survey are duly complied with.
 The meeting conducted, must have proper agenda in place followed by circulation of Minutes of
Meeting. The RASCI (Responsible-Accountable- Support- Consent-Informed) must be clearly
identified for each discussion point to ensure that every meeting is productively concluded and is
result oriented.
The Staffing practices are well in place expect a few improvisations. There are proper systems and
process with respect to recruitment, selection and bringing the right people in the system. The
recruitment and selection areas are transparent and have clearly established procedures. The role of
HR is quite robust and HR has a very strong involvement in recruiting right people. Some
improvisations under Staffing are as follow:-
 There should be competencies very clearly defined at all the levels. Each department should
have active involvement during the selection process especially for technical roles.
Performance Management system at Universal Workplace Solutions seems to be playing a crucial
role in aligning the KRAs and KPIs. There are some grey areas that are needed to be in place to
ensure that performance management systems are not only limited to appraisal only but also play a
strong role in encouraging people to give their best to the organisation. To ensure better connect
between the appraiser and employee the following steps needs to be taken:-
1. Various components of work performance will be periodically discussed and analyzed.

32. 32
2. Ways to improve the performance of committed work are periodically discussed and
improvement actions will be taken. Examples of ways to improve the performance of committed
work include the following:
 Training in task-related knowledge and skills
 Apprenticing to an experienced individual or group
 Mentoring or coaching
 Improved coordination with other individuals
 Improvements in work environment conditions
Better management of Performance Problems:
Serious problems should be brought to the attention of the human resources function or other appropriate
professionals. Their guidance should be followed in handling serious problems, since actions leading to
disciplinary sanctions or termination can have legal implications.
1. Performance problems are identified, based on appropriate performance objectives, policies, or other
applicable guidelines.
2. A formal discussion concerning the performance problem should be held with the individual(s).
3. Agreement should be reached on:
 A statement of the performance problem, and
 Actions or conditions that would resolve the performance problem, if implemented.
4. The results of discussions regarding the performance problem should be documented.
5.Actions or results agreed to in the formal discussion concerning the performance problem should be
monitored.
Training & Development at UWS also needs to undergo some improvisations. Training should be
tracked against the unit’s training plan.
1. The unit’s training activities should be routinely reviewed against its training plan.
2. In case the training activities performed deviate significantly from the plan, corrective action
should immediately be taken.
3. Completion of training activities should be documented for each individual.
Individual development Plan (IDP) should be chalked out for all the employees. IDP represent a
combination of development which enhances knowledge and skills to prepare for future
assignments and career options. Individual development objectives at the Managed Level are less
formal than those objectives documented in personal development plans that will be established in
the Career Development process area at the Defined Level. Individual development objectives are
organized primarily around the career interests of the individual, since the organization may not be
able to offer input or guidance from well-defined career paths or competency descriptions. Input for
individual development objectives can be drawn from the following:-
 Needs for development of critical skills
 Changes in work or responsibilities
 Potential next assignments
 Career options
 Other development interests
Compensation represents the only process area at the Managed Level whose execution is
coordinated by actions at the organizational level. Compensation must be coordinated primarily
through centralized activity in order to establish a sense of equity in the system. Once the workforce
perceives the system to be equitable, it can be adjusted to motivate the development of needed skills and
better alignment of individual performance with that of the workgroup, unit, or organization. The
compensation system should be designed to motivate and reward the skills and behaviors the
organization considers vital to its success. Certain improvisations are proposed for Universal Workplace
Solutions.
Gathering input from individuals for developing or revising the compensation strategy is beneficial in
gaining insights into the most effective compensation strategies, determining perceived fairness of the
strategy, and generating buy-in and support for the strategy. Input can be gathered from individuals or

33. 33
from a committee representing some or the entire workforce. The workforce can provide inputs to the
compensation strategy regarding :
 Benefits and drawbacks of current compensation vehicles
 Criteria for determining or adjusting compensation
 Fairness of the compensation strategy, and
 Methods for administering compensation.
2. If appropriate, individuals or committees can review proposed revisions to the compensation strategy
with regard to :
 Impact of proposed changes on motivation and performance,
 Fairness of proposed changes, and
 Most effective ways to initiate and administer the changes.
The organization’s compensation strategy should be communicated to the workforce.
1. Information typically communicated to the workforce includes:
 strategic basis and structure of the compensation strategy, and
 events that result in changes to compensation.
2. Whenever the compensation strategy is changed, the changes must be communicated to the
workforce.
Decisions regarding an individual’s compensation package should be communicated to the
individual.
1. Adjustments to compensation should be communicated to affected individuals prior to their
effective date by an individual responsible for communicating compensation information to the
individual(s) affected.
The basis for the size of the adjustment should be explained along with appropriate information from
the compensation plan that provides a better understanding of the basis for the adjustment.
3. Individuals should be guided to where they can obtain more information on:
 the compensation strategy or plan
 tax implications of compensation decisions
 laws and regulations governing compensation
 implications about choices they make among compensation alternatives or
 how to raise an issue about their compensation.
Once these compliances are followed and the gaps are removed, Universal Workplace Solutions will
be able to achieve Level II of PCMM. Changing the organization’s culture through staged
improvements to its operating processes will bring a unique approach to organizational development
that will compliment to achieving the long terms vision of UWS.

34. 34
Project Summary includes:-
1. Objective
2. Scope of project
3. Methodology followed
4. Brief overview of Findings
5. Conclusions
Objective:-
Universal Workplace Solutions has established itself as a successful organization for last 25 years.
With their presence across India, they have achieved a revenue of 115 Crores in FY-15. In the era of
globalization, the organisation now wants to establish itself as a Global player by FY 2020. This will
certainly require scaling up of the business operations, more deployment of manpower & resources
in a planned manner. Bringing the Organization Development practices will play a key role both
externally and internally, as in terms of external environment, it will aim at improving the ability of the
organization to respond or to adapt to changes effectively, especially the global environment and in
respect of internal environment it will lead to increasing capabilities of the employees improving
human resources and communication system. As People are the core to any business, Organisation
Development practices will contribute to enhance the individual skills, knowledge and effectiveness
of UWS in terms of all its goals and long term vision. It is also to be understood that organizational
development is not to be regarded as one time activity but an ongoing process towards the total
organizational system.
Scope of project:-
The project is undertaken, with a Non Existing (imaginary) organization- Universal Workplace
Solutions (UWS). Universal Workplace Solutions, formed in 1991, is into Integrated Facilities
Management with its business spread across PAN India. It has its registered office in New Delhi.
From last 25 years, UWS is consistently increasing the productivity of their customer’s real estate
portfolio so that the people ad business can reach their full potential.
Universal Workplace Solutions delivers services for all property types through their dedicated on-site
teams with experienced management team in the background. Their whole spectrum of services
ranges from technical equipment maintenance of Heating Ventilation Air Conditioning (HVAC) ,
Electrical, Lifts, Plumbing, Energy & extends to support services Janitorial, Cleaning, Landscaping,
Security, Reception, Mail, Catering, Transport & Concierge management.
Vision of Universal Workplace Solutions
To be the world's most preferred facility management company, providing creative and innovative
solutions on a consistent basis and adding value to our customer’s business.
Mission of Universal Workplace Solutions
To mobilize our knowledge, resources and talent throughout the world and enable our clients to
make the most viable real estate decisions.
Values of Universal Workplace Solutions
Integrity
We act with honesty, fairness, respect and safety, furthering a culture of unquestioned integrity. This
strengthens relationships across businesses and functions.

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Innovation
We believe there is always a better way. We encourage change and seek the opportunities it brings.
Customer Satisfaction
Our future depends on us serving as customer advocates and increasing our customers’ success.
We are proactive, hard-driving and easy to work with. We offer expert knowledge and practical
solutions. We deliver on our promises.
Sustainability
Through our products, services, operations and community involvement, we promote the efficient
use of resources to benefit all people and our planet. The environment and sustainability are key
elements of our business proposition.
Employee Engagement
As we grow, so will our people. We foster a culture that promotes excellent performance, teamwork,
inclusion, leadership and growth. Our employee and leader diversity will mirror our global markets
and population.
The Organization Structure & Employee Strength-
The organization consists of the following departments:-
 Operations Department
 Human Resource Department
 Supply Chain Management Department
 Business Development
 Finance Department
 Information Technology Department
 Projects Department
 Transition Department
The organization structure :
Approximately 300 employees are on the payrolls of the company and 500 employees are
outsourced manpower that includes the blue collar employees like HVAC technicians, Security staff,
House Keeping & Cafeteria Services etc.
Methodology followed:-
Organizational Diagnosis:- Marvin Weisbord Six-Box Model
While performing the Organisation Diagnosis for Universal Workplace Solutions, it involved, the
three steps of publicly entering a human system, collecting data about experiences, and feeding
back to the system toward promoting corporate performance. The tool used- Marvin Weisbord Six-
Box Model provide focus to certain issues such as planning, incentives and rewards, the role of
support functions such as personnel, internal competitions among organizational units, standards for
remuneration, partnerships, hierarchies and the delegation of authority, organizational control,
accountability and performance assessment. The questionnaire was circulated amongst 225
employees who rated the organisation in 7 key areas- Purpose, Structure, Leadership,
Relationships, Rewards, Helpful Mechanisms and attitude towards change.
Brief overview of Findings:-
Any organisation of irrespective of its scale and size can firm up their expansion plan only after a
complete assessment of all the factors whether internal or external impacting the growth of growth

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for that organisation. Universal Workplace Solutions is heading towards its expansion plan towards
2020. The Organisation Development Interventions certainly played a crucial role in analyzing
organization’s external environment, assessing the organization’s internal capabilities and how well it
can respond to the external forces. In case of Universal Workplace Solutions, the organisation
seems to be transparent and consistent with their defining purpose of the organisation, support
mechanism and their reward system. However there are certain grey areas like- Leadership,
maintaining team congeniality, clarity and balance in role and responsibility where the organisation
has enormous scope of improvisations. An immediate and sincere intervention will surely align with
the growth strategy of the organisation.
Conclusions :-
The organisation diagnosis has helped to improve the organization's capacity to handle its internal
functioning and relationships. This may range from improvising organisation processes, more
effective communication and enhanced ability to cope with organizational problems at various levels.
It also leads to more effective decision processes, more appropriate leadership styles, improved skill
in dealing with destructive conflict, as well as developing improved levels of trust and cooperation
among organizational members. Employees assume personal responsibility and accountability for
outcomes of their work.
Analysis of Organization using strategic tool through Value Discipline
Methodology:
UWS, has been a Customer intimacy organization. Organizations that excel in customer intimacy
combine detailed customer knowledge with operational flexibility so they can respond quickly to
almost any need, from customizing a product to fulfilling special requests.
Following value discipline of Customer Intimacy can be expensive, as organisation needs to invest
in the solutions that fit the customers the most, they also have to spend a lot to build customer
loyalty in the long term. UWS now wants to proceed in switching to another Value discipline known
as Operational Excellence, while keeping a strong emphasis on Customer Intimacy as well.
Finding & Conclusions:-
Some of the steps that UWS is planning to take, moving towards Operational Excellence:
 Scope Identification Management
 Methodological handling of Out of Scope services
 Adoption of Scope Matrix Tool
 Maintenance Asset Life Management
 Self Performing of House Keeping & Technical Services
In order to bring these improvisation, it is highly recommended that UWS should bring in leadership
expertise from an organisation with similar model so that the new recruits and existing systems can
be well aligned to new value discipline UWS is heading to.
HR Audit using PCMM:-
Methodology:
The People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices
that continuously improve the capability of an organization’s workforce. Since an organization cannot
implement all of the best workforce practices in an afternoon, the People CMM introduces them in
stages. Each progressive level of the People CMM produces a unique transformation in the

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organization’s culture by equipping it with more powerful practices for attracting, developing,
organizing, motivating, and retaining its workforce.
Finding & Conclusion:
UWS is found to be complying with the initial level and is trying to manage the standards of Level-2.
There have been some gap areas which have been identified and needs to be corrected as per the
standards under all the six areas. The same has been shared in elaborated manner in the project
under PCMM audit. Any organisation intends to establish itself on global standards must be ready to
bring the improvisations as mentioned in PCMM
---------------------------------------------------------------- End of Project -------------------------------------------