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Vision Statements Concluding session. How good is your vision? Clarity in articulation – an important communication for internal and external stakeholders.

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Presentation on theme: "Vision Statements Concluding session. How good is your vision? Clarity in articulation – an important communication for internal and external stakeholders."— Presentation transcript:

1 Vision Statements Concluding session

2 How good is your vision? Clarity in articulation – an important communication for internal and external stakeholders and public at large A well-developed vision shows the following characteristics: – Challenging Having an inherent tension between what is already there and what is not yet there – Inspiring Emphasizing what the organisation aspires to be – Shared Vision must have been contributed to by the majority of the stakeholders Must be reviewed once in every 3-5 years as stakeholders and employees also keep changing – Binding Everyone should feel part of the team – be able to identify own individual vision (at least partly) within the vision of the organisation – Giving Direction Must be clear enough to serve as a beacon or guide in all major decisions of the organisation

3 Vision - Version YP 1 group Mission/ core business – Reduce poverty by diversifying and augmenting the income avenues of rural poor youth for sustainability through meaningful employment – Identify most needy rural poor and enhance their employability by equipping them with skills – Freedom of choice to pursue vocation that improves quality of life in a sustainable manner Long term goal – To eradicat unemployment problem (challenging) – By end of decade we should be able to fulfill global skill manpower demand (perhaps too challenging because we are still far from meeting own requirements ) Working approach and core values – Saturation approach Priority to POP (Poorest of Poor) Everyone be given opportunity – Joint mobilization of PIA, CBO, SRLM and sustainable interface Building on existing institutions of Poor – Demand driven approach – Realistic aspiration building (whose?) – Institution building

4 YP 1 Contd…. Core activities/ product and clients – Skill Gap Study against variety of demands Inventory of skilled people Direct Placement of already skilled from different training agencies (ITI, etc) – Convergence with line departments for skills and placement (approach) – Awareness of all stakeholders – Collaboration between stakeholders – Conduct trainings which have employment potential with out extra effort – Capacity building of SRLM (M & E), PIA (Implementing) (approach) Slogan – Everyone skilled, Everyone Employed – Har Hunarmand ko Kam (sounds good can brainstorm to generate more options)

5 Vision – Version YP 2 Mission/ core business – Placement linked Skilling of rural youth – Enhance employability of rural poor to cater the livelihoods of each (?) HH – Skilling of rural poor to enhance employability of every drop-out (?) Long term goal – To became a largest organization throughout the world in Skilling (may sound inspiring but not necessary for our mission) – Creation of job opportunities for all needy poor youth so that they can become self reliant (need to give some quantification rather than keeping it vague)

6 YP 2- Working approach and core values – Development of competent institutions at local level and helping them achieve global standards of training by mentoring of category A –PIAs and other stakeholders (strategic) – Transparency – Community participation (awareness and post placement support in tracking) – Equal opportunity for rural youth – To map the Qualification  Aspiration  Skill (not clear) – Matching incremental manpower requirement against the present and future demands – Youth centric reporting/monitoring – change from PIA centric approach (strategic) – Demand based Partially loaning (strategic)

7 YP 2- Core activities/ product and clients Activities Awareness Mobilization Identification Counseling of parents and identified youth Assessment & Selection of trainees Enrollment &Training Assessment and certifications Placement Post placement support Product Training material Tools Youth (skilled youth is the main product in this value chain, other things contribute towards adding value to the product) Clients Employers Trainees (primary) PIAs Slogan One Job for poor household

8 Vision Aajevika Skills – PIA version Mission/ core business – To alleviate the rural poverty through skill building and provision of decent jobs for the youth in partnership with community, industry and support institutions Long term goal – To skill and provide jobs to -- m rural youth by 2022 (incomplete) Working approach and core values – Market driven employable skills – Building network of institutions with shared vision, values and capacities for fulfilling the mission objectives – Public Private Community Partnership – Ownership and involvement of rural SHGs – Quality – Transparency – Mutual trust – Dignity of labour (for whom could be clarified to avoid any confusion) Core activities/ product and clients – Identification of deserving target youth – Developing replicable and sustainable skill development delivery models – Engaging the employers for job linkages – Developing of knowledge repository – sector wise knowledge and skill modules? – Focus on self-directed life long learning for career progression (take to working approach)

9 Vision – Aajeevika Skills - AAP version Mission/ core business – To empower rural poor youth through gainful employment and bring about an irreversible change in his/her life with sustainable income (sounds good) Goal Short term (Till 2017 ) – All non – AAP states converted to AAP states (should go to working approach) – to build a strong foundation, provide enabling environment, develop the appropriate ecosystem and standardize processes in the initial years (this should be in working approach) Long term (Till 2022) – Training and placement of at least 1 youth per poor rural household in the country (challenging) Working approach and core values – Youth at the core ( should go to core clients) – Community participation in mobilisation, monitoring the training programmes, support services after placements also – Structuring industry demand based training programmes – Standerdisation of the quality training programmes – Inclusiveness Core activities/ product and clients – Mobilisation and counselling- Right candidate for right training – Market driven placement linked training – Technology based trainings – Provision for work readiness (may need to elaborate) – Retention support and placement tracking

10 Aajeevika Skills – MoRD version Mission/ core business To empower poor rural youth with skills in order to enable them an assured sustainable regular wage employment, supporting their aspirational needs and boosting the. country’s economic growth (sounds good) Long term goal To train 33 lakh poor rural youth by 31 st March 2017 and place 25 lakh youth with the minimum salary commitment as follows: (only 3 years – long enough?) – 3 months course – Rs.6,000/ per month – 6 months course – Rs.8,000/ per month – 9 months course – Rs.12,000/ per month – 12 months course – Rs. 15,000/ per month – For foreign placement Rs. 25,000/ per month (ok for 3 years, need to worry about inflation) Working approach and core values – Total integrity in operations and fund utilization supported by documentation – Market orientation by all Stakeholders to align training courses on continuous basis – Transparency in process – Zero tolerance for delay (one way or two way? Can we allow partners to say the same?)

11 MoRD Contd… Core activities/ product and clients Identify and directly involve the industries which need manpower for themselves and professional training agencies, in skilling activities (strategic element) Continuous understanding of aspirations of rural youth (strategic element) and designing course offerings to meet these aspirations

12 Creating a Shared Vision Leaders go through several steps to create a shared vision Leaders start clarifying how they see the future of the organisation Allow time for employees to talk about it and think it over Leaders listen to the views of members at different levels and from different departments Engage in dialogue – giving equal importance to all stakeholders and employees Check whether everyone can recognise his /her own contribution

13 Vision to Strategy Formulation Can use Ruling Constraints Analysis to identify the main bottlenecks/challenges that need to be addressed Devise long term and creative responses to address each of these bottlenecks Together these will constitute the key elements of the strategy

14 Conclusion Vision development is a time and energy consuming process But it also gives the organisation a lot of satisfaction and motivation A shared vision can be a very valuable instrument to guide an organisation and make it become a reference point in society

15 Thank You!


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