PLANNING FOR CHANGE - HRP
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PLANNING FOR CHANGE
- HRP
Group Members
Names Roll Nos.
1. Dhiraj Balani 3
2. Sripad Bhosekar 6
3. Anil Hingorani 14
4. Shiny Kulangara 23
5. Pramod Pawar 37
6. Kishore Sukhramani 55
Change…
Adaptation of a new idea or a behavior by an organisation.
Forces for change
1) Internal forces
Change in size of the organisation Performance gap Employee needs and values Change in the top management
2) External forces
Technology
Business scenario
Environmental factors
Resistance to change
Change is Risk
Familiarity makes people connected
Change affects comfort zone
No role model for new activity
Fear of incompetence
Overloaded & overwhelmed
Fear of hidden agendas
People fear change in beliefs about their ownselves
Fear of loss of status or quality of life
A genuine belief that change is a bad idea
Planning for change Education and communication
Employee participation and involvement
Facilitation and support
Negotiation and agreement
Assign new process with goals
Analyse pain areas
Highlight gain areas
Analyse turnaround time
Training and Development
Understanding People affected by Change---- Everett Rogers
Early Adopters
Early Majority
Skeptical Guardians
Confirmed Traditionalists
Innovators
Types of Employees % in Organisational Composition
2.5 %
13.5 %
34 %
34 %
16 %
Case study - Steel Authority Of India Ltd (SAIL)
Change – Restructuring through HR initiatives
Aim – To change people’s mindset
- Manpower Rationalisation - Skill Enhancement through Training - Total Quality Movement
Plan Strict Control on Recruitment De-layering VRS Impart training and development wrt… -- Attitudinal change -- Optimum utilization of existing manpower -- Continuous training for automation -- Enhancing efficiency -- Proper orientation and induction prg. -- Safety & Pollution Control
Case study – Defence Research And Development Organisation (DRDO)
Change - Major restructuring programme
Aim - Humanize management structure based on trust and confidence
Plan
Open communication
Self control and autonomy
Decentralized and participative decision making
Supportive leadership
Case study – Bharat Petroleum Corporation Ltd
Change – Major restructuring programme
Aim – Change from functional to divisional unit with SBUs
Plan
Performance Management- link business and individual performance goals
Identifying competency gaps and bridging through Training and Development programme
Multi-skilling
Case study- British Airways
Change – Cultural
Aim – To overcome financial difficulties
Plan
Extensive market research – internal and external
Huge corporate training and communication programmes
Changing the working style and method of managerial cadres
New performance appraisal system Performance related pay system
Case study : Levi Strauss
Change – Cultural
Aim – Manage diverse work force
PlanRealising grievances of women and minority Managers
Setting up values that honour diversity openness and empowerment
New leadership behaviour which exemplify directness and openess
Diverse workforce should be valued
Recognition for financial and other achievement
Clear communication
Encouragement through ethical management practices
Empowering people
Thank you
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