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Optimizing Individual Contribution Capability

CULTURE OUTCOME || PURPOSE DRIVEN CHANGEOptimizing Individual Contribution Capability

WHAT IT WAS

In the years preceding the pandemic, the performance of an individual was a measure that was almost always equated, to how well an individual was producing output or in other words getting results over a period of time. Thus, metrics developed over a period, catered to a “partial / one dimensional view” of assessing the  contribution capability of an Individual.

 

Factors such as how well was an individual aligned to the role, linked to the role perceptions of an individual, the quality and quantity of inputs provided to the individual, their attitudes and beliefs about themselves and their roles, was limited to sporadic interventions, which were expected to build  on the contribution capabilities of an individual.

 

What emerged was a linear view of how individual contribution capabilities could be optimized, however “sustainability” was almost always overlooked, leading to the “Paretto” coming into play.

Insights

The moment Individual capability emerges on the horizon as an improvement area from organizational surveys, the Human Resources teams swing into action to address these needs in the forms of Training or Learning and development interventions.

1.

Changing the way you look at Optimizing Individual Contribution Capability

A necessity for and the importance of giving adequate and equal focus, to “hidden” factors, that can impact Individual Contribution Capabilities.

This process has been practiced, with a flow of “Analytical problem solving” with “problem breakdowns” and “solutioning” have been tried with a view to feel comfortable and insulated against “larger challenges”.

2.

Why is looking at Contribution Linkages critical?

The need for taking a “Systems View” in an organization for making “paradigm shifts”, that can optimize “Individual” contributions in an organization.

Only a few such Organizations exist in the world today where an individual is driven by an intrinsic force to contribute in making the Organizational intent transform into reality.

3.

The great divide between Organizational Intent and Individual Contribution Capability

The necessity for an organization to take stock and gear up, to reconsider bridging the critical divide, between individual and organizational intent.

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