The document discusses empowering employees and teams. It outlines an employee's wish list, which includes meaningful work, trust and responsibility, recognition, training and career paths. It also discusses how to develop employees by boosting self-esteem, listening, sharing feelings, promoting ideas and providing support. When empowering individuals, it recommends delegating key result areas and goals, and providing performance feedback and mentoring. When empowering teams, it suggests establishing missions, operational charters, training, and permitting members to lead.

1. EMPOWERMENT
“Investment in Human Capital”
Arun Verma
DATA Inc.

2. SEGMENTS
Abstract on Empowerment
Storyboard of DATA Inc.
Core Doctrine
Evolution
Key Success Factors
Best Practices
Challenges
Investment in Human Capital 2

3. A
B
S
T
R
A
C
An Employee’s Wish List
T
Corporate Mission
Challenge
Meaningful Work; Variety of Work
Trust & Responsibility
Quantifiable Results
Recognition & Praise
Training
Mentoring
Career Path
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4. A
B
S
T
R
A
C
Developing an Employee
T
Boost Self-Esteem
Listen & Respond with Empathy
Share Feelings and Rationale
Promote ideas & suggestions
Encourage Involvement
Provide Support without removing Responsibility
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5. A
B
S
T
R
A
C
Empowering an Individual
T
DELEGATE
Convey Key Result Area - Direction
Establish Metrics & Measurement
Publish Goals
Monitor and Supervise
Performance Feedback vis-à-vis goals
Mentor (Purpose; Process; Demo; Observe; Comment; Support)
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6. A
B
S
T
R
A
C
Empowering a Team
T
For Operations & Governance
• Establish Mission
• Develop Operational Charter
• Draw Limits of Empowerment
• Meet them often
• Cross Train members
• Give Technical Training at the right time
• Teach People Skills (interacting, solving, deciding, implementing)
• Permit members to lead meetings
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7. D
A
T
A
I
N
STORY BOARD
C
CORE DOCTRINE
• Initial Operational Model : “Staff Augmentation”
• Business Model : “Preferred Vendor at Fortune 500”
• Financial Model : “No Debt & Re-invest Profits in Expansion”
• Subsequent Op. Model : “Staff Augmentation & Project Delivery”
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8. D
A
T
A
I
N
STORY BOARD
C
EVOLUTION
PHASE I
• 1983 – 1995 Initial Years
PHASE II
• 1995 – 1997 Formative Years
PHASE III
• 1997 – 1999 Reorganization & Investment
PHASE IV
• 1999 – 2001 Leap Forward
PHASE V
• 2001 – Expansion
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9. D
A
T
A
I
N
KEY SUCCESS FACTORS
C
BEST PRACTICES
MENTORING
CONTROLLED EXPANSION.
Financial Growth
Scale of Operations
DIVERSITY
GLOBALISATION
Regions are empowered with independence
Regions are integrated for Functional Leverage
IMMIGRATION PARADIGM
ROLE OF MILITARY TRAINING
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10. D
A
T
A
I
N
KEY SUCCESS FACTORS
C
CHALLENGES
LANGUAGE BARRIER
CULTURAL BARRIER
PROFESSIONAL SKILLS
CLIENT ACQUISITION
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11. CONCLUSION
“I have never in the past 30 years have
someone say to me on the show, that the
reason I am so good at what I do is because I
am smarter than everyone else. It is all
because I have wanted it more, I worked
harder, I focused more, I sacrificed more, and
more importantly, I had a deep passion for the
thing.” ~ Charlie Rose,
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