C ultural C hange @ IC R IS AT

G lobal P lanning Meeting 11 F ebruary 2013

R ationale

- New Strategic Plan to 2020 - New Business Plan

R ationale

New ways of thinking & doing things at ICRISAT!

R ationale - Built upon rich discussions in the regional

meetings - Led to substantive understanding of the 5

Shared Values and the 5 Key Cultural Change Areas

P roc es s

Change Management Team was organized by DG

(DDGR,DHRO,DC,DRPM,DWCA,DESA)

With support of MG & RC Drafted this framework Sought ideas from staff members before the Jan 2011 ARM Refined further with inputs from the Global Annual Research Meetings in Feb 2011 Developed the Action Plan on cultural change

G oal

Internalize, adopt & practice a set of shared values & K ey C ultural C hange areas consistent with ICRISAT S trategic P lan

to 2020.

5 S HA R E D VA L UE S

Practicing strategic and systems thinking Showing the way

Working for results

Respecting everyone

Communicating for understanding

5 K E Y C ULT UR A L C HA NG E A R E A S

Impac t orientation L earning and knowledge s haring

Innovation P artners hip & Networking

G ender & Divers ity

S hared Value 1: P rac tic ing s trategic & s ys tems thinking

• Think & reflect the ICRISAT’s Mission and how it relates to its publics - CGIAR environment, donors, smallholder farmers in the SAT;

• Understand ICRISAT’s strengths and weaknesses and harness

these to position the former in the new CGIAR;

• Identify opportunities and challenges using multi-disciplinary

and inter-disciplinary methods and approaches.

S hared Value 2: S howing the Way

• Behave always to protect and enhance ICRISAT’s image,

character and reputation;

• Demand quality & continuous improvements at all times;

• Demonstrate punctuality & efficiency in what we do;

• Take ownership of issues & concerns until resolved;

• Approach challenging tasks with a “can-do” attitude.

S hared Value 3: Working for R es ults

• Demonstrate high energy and resilience at all times;

• Take pride in our work and aspire to be the best that we can be;

• Accept personal responsibility and accountability for our actions and results;

• Deliver quality outputs on time and every time despite obstacles

and frustrations.

S hared Value 4: R es pec ting everyone

• Be sensitive to time, priorities & competencies;

• Give assistance, information & support to

colleagues & staff for continuing collaboration now & in the future;

• Be friendly, polite & cheerful towards colleagues and staff.

S hared Value 5 : C ommunic ating for Unders tanding

• Accept ideas opposite to one’s own;

• Listen attentively & avoid interrupting when one is making a

point;

• Identify & offer solutions that benefit all parties involved;

• Give timely & regular feedback.

K ey C ultural C hange A reas • Impact orientation

• Learning & knowledge sharing

• Innovation

• Partnership & networking

• Gender & diversity

“T hings do not change; we change.” Henry David Thoreau

WE L C OME ePA D Update & Timelines

Global Planning Meeting 11 February 2013

Hector V Hernandez

MA IN IDE A S F OR ePA D Employee performance centric

Capture SMART individual Work Plan targets More conversations (increased feedback interactions)

Mid Year Assessment ( you are not limited to 2x a year; you can do it periodically with your supervisor/s)

Year End Achievement

MA IN IDE A S

Now on-line Responsibility of scientist assessment lies on the Director of Region & Research Program Director ( in case of WCA and ESA based scientists)

2012 A NNUA L P E R F OR MA NC E R E V IE W P R OC E S S C Y C L E

SP/BP/MTP Continuing conversations/ feedback

between and among Employee & Supervisor/s

Performance Planning

Mid Year Year End Assessment Achievement

•S MAR T Individual WP Targets

•S elf As s es s ment

•S elf As s es s ment •Mid year As s es s ment

• S upervis or Year-E nd As s es s ment •Or often

•2-level C alibration proces s •R P L evel to DDG R

•MG /T F

T HE ePA D Des ign

Part 1- Section A: Employee Performance Worksheet

Employee Work Plan Targets MID YEAR ASSESSMENT BY EMPLOYEE & SUPERVISOR/S YEAR-END ACHIEVEMENT BY EMPLOYEE & SUPERVISOR/S

Work Plan TARGETS

SMART Work Plan Targets (List in order of priority / Most important first)

Date of Completion

Supervisor Mid Year Work Plan Targets

Feedback

Year End Work Plan Targets

Supervisor Rating Comments

1

2

3

4

5

6

Publications & Institutional 7

Commitments:

NOTE: Maximum of 10 work plan targets per year

Employee Performance & Development (ePAD) Form Employee Surname / First Name : Hector V Hernandez

Supervisor 1 Name : William D Dar

Research Program/Region/Unit : HR & Operations

Position : Director General

Country : India

Research Program/Region/Unit :

Current Position : Director - HR & Operations

Supervisor 2 Name :

Start date in current Position : 15 April 2008

Position :

No. of Staff Supervised : 6 SMG staff/ 1 HR Officer

Research Program/Region/Unit :

Part 1 - Section A: Employee Performance Worksheet Section A: Employee Work Plan Targets MID YEAR ASSESSMENT YEAR-END ACHIEVEMENT W or k Pl an TA RG ET S

SMART Work Plan Targets (List in order of priority / Most important first)

Date of Completi Mid Year Work Plan Targets

on

Supervisor Feedback

Year End Work Plan Targets

Supervisor Comments Rating

A. Morale & Productivity: Aug 1 open space discussion Please provide feedback 2 Open Space Met WP target with AE Run 2 open space discussions with 2012 at HQ held 5 May 2011 report on 5 May session discussions held 5 May substantial inputs scientists/managers on Work Life with 30 scientists and 16 Sept with 98 incorporated into the (WL) balance to arrive at specific attending. participating scientists actual design of the 1

recommendations to improve WL and managers; feedback LW Integration balance; summary reports Workshop submitted. Promote campaign with scientists Continui 5,000 Thank You cards Provide actual TY Cards 198 TY cards used by Good initiative; got ME and managers to use informal ng in distributed to all users used. supervisors; 100 cards feedback from staff 2

recognition more frequently among 2012 at all locations used by staff that it is working well staff and colleagues; and making them

Part 1 - Section B: Competency Profile & Critical Incidents

Core & Professional Competencies Actual Critical Incidents / S-T-A-Rs Observed or Demonstrated Work life balance has been identified by scientists and managers in the Feb 2012 staff survey as one of the Innovation &

Creative experimentation (L3)

lowest bottom scores. There is a need to validate the same with the group to know exactly what the scientists AE & managers mean by this low score. An open space discussion methodology was put forward as a new way to capture what the S&Ms were really thinking and perceiving. 2 open space discussions and 1 mini survey for the WCA and ESA S&Ms were conducted in Q2 of 2012. A course design for a 2-day WL Effectiveness Workshop was finalized with MG & RC inputs and was finally approved by MG. A Hyd run was conducted 28- 20 September attended by 25 S&Ms. A Bamako run was also conducted 18-19 November attended by 26 S&Ms. The 2 runs were facilitated by Phil Merry of Global Academy. Please see Feedback reports attached with positive remarks. It is important to identify some development programs for myself and my 6 managers reporting to me. In June, I

Continuing dev of self and others (L3)

attended the 58th Annual Meeting of the Society for Human Resource Management for one week in the US. I AE focused on the change management process that I am leading for the Institute. To ensure at least quarterly development efforts for the 2 HR managers, 4 quarterly learning sessions were attended by the 2 HR managers in HR intervention processes facilitated by the Hyderabad chapter of the SHRM. Security Manager attended a program in Mumbai on Security Update last October. F&H Manager updated himself on hospitality management at Chennai on latest hospitality paradigms and issues with the Taj Group. Procurement Manager attended the Procurement and Project Management Seminar sponsored by the Asian Institute of Management in Manila sponsored by the World Bank on FG6 guidelines. With the advent of the 2020 SP, a new Performance Management Process has to be put in place to begin the

Stakeholder Orientation (L2)

Leadership (L4)

new process. As time is running out, I initiated to review the current performance appraisal form being used by IRS, SMG and SPS incumbents. A proposal was submitted to the RC and MG for review. Some inputs were considered for the final version of the Employee Performance & Development or EPaD Form to replace the old one. By Feb, a new Form was submitted to the ARM and several briefings were done face to face with scientists and managers as well as telepresence brieiings with WCA and ESA scientists and managers. A Handbook was also prepared to be used as reference material for the implementation of the new EPaD system. Cultural change became the new paradigm for the Institute to reach its aspirations by 2020. A Change Management Team (CMT) was created by DG to drive the cultural changes the Institute wants to happen. As Chair of the CMT, a plan of action was to be drafted as framework for cultural change. After several consultations with MG and RC as well as the scientists and managers in the last ARM, a new Plan of Action with behavioral indicators was finally approved by MG and is now to be the blue print for a successful implementation.

AE

ME

Organizational dev & coaching skills (L4)

Part 3: Summary of Performance & Competency Assessment

Section A: Year-end Overall Performance based on Employee Work Plan Targets

Employee’s Conclusion Supervisor/s’ Conclusion Rating (please check) 2012 is a most challenging year as Institute both came up with new Strategic Plan with an accompanying Business Plan plus mandate to complete the 2 CRP submissions. Given my workplan targets for this year, I believe I was able to exceed most if not all expectations.

Incumbent exceeded most of the expectations. I rate him EE Met all; Exceeded Most or All Expectations ME or Met All AE Met All; Exceeded Some Expectations ME Met All Expectations

DE Met Some; Did Not Meet Some Expectations BE Did Not Meet Most or All Expectations

FLOW OF ePAD

SCIENTIST>>>RPD>>>DDGR>>>MG

SCIENTIST>>>RD AND RPD>>>DDGR>>>MG

MANAGER>>>SUPERVISOR>>>NEXT LEVEL>>>MG

2012 P E R F OR MA NC E R AT ING S • Exceeded most; exceeded all

expectations

• Met all; exceeded some

• Met all expectations

• Met some; did not meet some

• Did not meet most or all expectations

• EE

• AE

• ME

• DE

• BE

ePA D T IME L INE S • Complete Year End

Achievements (Part 1A & B) and submit to Supervisor

• Discuss YE achievements using Supervisor comments

and give rating for each work plan target

• Provide YE Overall Rating based on annual performance

in Part 3A and B and send to next level of management

• 15 December 2012

• 31 December 2012

• 16 January 2013

ePA D T IME L INE S • Finalize Individual ePaD

Rating based on supervisor’s input

• Review and calibrate ePAD ratings of scientists/mgrs across Region/RP/Office and

submit to MG for second calibration

• MG/TF reviews, calibrates & recommends to DG all ePAD

ratings of scientists/mgrs

• HR consolidates ratings for awarding of annual increments

• 31 January 2013

• 31 January 2013

• 15 February 2013

• 31 March 2013

Thank You….

C OR E C OMP E T E NC IE S *

• Innovation & Creative Experimentation • Scientific excellence • Continuing learning of self and others • Stakeholder Orientation • Communication • Collegial spirit • Emotional intelligence • Leadership *Prepared by the CCTF created by DG and approved by MG

E XA MP L E S OF P R OF E S S IONA L C OMP E T E NC IE S *

• Crop breeding • Knowledge of economics • Knowledge of bioinformatics • Project management • Mentoring • Knowledge of ICT • Financial Analysis • Government relations * A ka Tec hnic al C ompetenc ies

Part 2 - Section A: Employee Development Worksheet

Competency Assessment

To be completed by Supervisor during the Mid-year Assessment with the employee, with reference to the Institute’s Core and Professional Competencies/ Shared

Demonstrated Strengths Identified Developmental Needs

Part 2 - Section B: Employee Development Plan

Employee Development Plan

Focusing on reinforcing Strengths and Developing required Core and Professional Competencies/Shared Values EMPLOYEE DEVELOPMENT PLAN (to be completed by the Supervisor/s during the

Mid-Year Assessment with the Employee)

PROGRESS REVIEW COMMENTS DUE DATE (to be updated by the Supervisor/s during

Year-end and/or Mid-Year Assessment)

COMPLETED (Y / N)

70-20-10 Formula 70% on the job e.g. 20% experiential 10% formal coursework

Employee Signature : Supervisor 1 Signature :

Date : Date :

HR Authorized Signature : Supervisor 2 Signature :

Date : Date :