Rachels Company
Watermark Communications
Organization Development Consulting Project Plan Proposal
EHRD 625
Who (Team, Client)
What ( What activities are
anticipated?)
Rachel Page, Watermark
Communications
The organization needs to encourage
and strive to fulfill employees
personal growth so Rachels Company
will implement three strategies to
make that happen.
1.) Develop formal programs
concerning work-family policies and
benefits.
-parental leave policies,
-flexible working arrangements,
on-site childcare.
2.) Develop and maintain the
organizational cultures that encourage
whole-life development. Rachels
Company help the organization do this
by ensuring that time demands at
work reflect a work-life balance and
which employees feel safe to take
advantage of family-friendly benefits
without repercussions.
When (start and end dates,
milestones also if possible.)
3.) Upper level leaders must empower
lower level supervisors with the
authority to respond to employees
family-friendly requests.
Week:
Activities Progress
Week 1
Needs
Interview
Assessme
w/
nt
employees
(Redesign
,
the
managers
orientation and
program.)
supervisor
s.
Week 2
Establish
Summary
new
Report
training
methods.
Week 3
Budgeting
Week 4
Evaluation
Reports on
Return on
Investmen
t (ROI)
Client
Report
Week 1: The first step for a HRD/ OD
teams involvement in redesigning an
orientation program is to perform a
needs assessment. They must
determine what the company wants to
convey to its employees and the
effectiveness of previous programs in
accomplishing this. This can be
accomplished through interviews with
recently hired employees,
supervisors, and corporate officers
(Werner & DeSimone, 2012, p. 280).
These interviews can guide the
development teams design of the
new program by revealing what each
level of the organization feels new
employees need to know. In addition,
the interviews will impart the training
methods used in the past which were
effective in conveying the desired
message. The most important
determinant of a successful
orientation is the relationships built
between the new staff member,
his/her coworkers, and supervisor.
Week 2: Indirect and overhead are
costs that occur because of
administrative overhead. These costs
can include shipping, instructor prep,
and accounting. The organization
needs to include the line items of all
the services needed to keep training
operating. Depending on the
complexity of the organization, many
times these costs may be hidden. The
costs still need to be collected when
reporting total training cost.
Development cost includes everything
leading to the design of the training.
These costs can be substantial. The
training director should also
understand that the developed course
can be delivered multiple times, so the
cost for development should be
dispersed amongst the number of
forecasted deliverables. Development
costs should also include any
curriculum updates that may be
needed due to regulation change or
changes in best practice.
Week 3: It is important to realize that
all new employees will not have the
same preferred method of learning.
Presentations on computers coupled
with classroom instruction, workplace
hands on experiences, and discussion
allow new staff to experience multiple
teaching methods in their training. In
addition, new employees must be
active learners in the orientation
process.
Week 4: As part of the
aforementioned steps, direct
supervisors must be given the training
and authority to create special
employment terms with individual
employees in order to create a
flexible, effective work environment.
Lines of communication between
supervisors and upper management
must remain open in order to create
and maintain a career development
program mutually beneficial to
individual employees and to the
organization.
*Timeline will be adjusted pending
Watermarks approval.
Where (Client Location)
Cantor, Texas
Why
Watermark prides itself on its
commitment to solve customer issues
within a timely fashion, and therefore
the main issues that need to be
addressed are the interpersonal skills
of the new employees and how they
introduced to the companies culture.
Working effectively with other people
is the core of a number of basic
workplace competencies.
Proposing a Plan:
Diagnosing Current
Company Culture
Identifying desired
behaviors for Organization
Develop Programs that
engage employees in
behavioral change
Assessment and Feedback
How
Module 1: The organization should
announce a long-term resolution that
expresses their commitment to the
training, development, and lifelong
learning of their employees. This
resolution would affirm that the
organization values its employees and
understands that their organizational
success is rooted in employee
satisfaction and capability.
Module 2: Rachels Companys
specialized training and development
unit should be created within HRD
department so that specific objectives
are accomplished efficiently with
respect to training and development
of employees.
Model 3: Rachels Company of
training and development personnel
will seek varied options in platforms
for delivery for training and learning.
Focusing specifically on options that
include distance learning, online
learning, remote learning, or selfguided learning.
Possible Organizations/ Contacts
Client Contact person and contact
information at client organization
Team Contact Person(s) for client
use
Ideas for data collection and
intervention (as currently
envisioned, expect these to
evolve.)
Module 4: Organizations should
dedicate personnel to evaluating and
re-evaluating market research
regarding various platforms of
delivery.
Texas A&M University Human
Development
RachelPage@[Link]
281.358.2587
Rachel Page@[Link]
281.358.2587
1.) Pre Organizational
Development Interventions
2.) Organizational Development
Interventions / Coaching
3.) Post Organizational
Development Intervention
References
Carter, L., Sullivan, R. L., Goldsmith, M., Ulrich, D., & Smallwood, N. (2013). The
Change Champion's Field Guide: Strategies and Tools for Leading Change in Your
Organization. John Wiley & Sons.
Werner, J.M., & DeSimone, R.L. (2012). Human resource development (6th
edition). Mason, Ohio: Southwestern.
