Driving HR initiatives
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Transcript of Driving HR initiatives
Driving HR Initiatives
Gautam Ghosh
Mehjabeen Shalam
Vibha Rai
31st July , 2006
“support function” / “cost center” / “bureaucratic drag”
or …
Are you “Rock Stars of the Age of Talent”
- Tom Peters
Role of HR
Organization Culture
5
HR has 4 roles and 16 accountabilities(extended from the dave ulrich model, used with permission from Rich Vosburgh, PhD)
peopleprocesses
future/strategic focus
operational focus
strategic partner• strategic hr planning• hr as business partner• culture and image
change agent• staffing• organizational design• survey action planning• performance measurement• training and development
employee relations expert•employee relations•labor relations•safety & workers’ compensation•diversity and eeo
administrative expert•compensation•benefits•hr information systems•compliance
Change Management Phases
Project Implementation / Change Management Alignment
IdentifyingChange
BusinessBlueprint
Gap Analysis
Determine BusinessRequirements &Process
MonitoringChange
Go Live /Support
Status
Support/AuditFollow-up Training
InitiateChange
FinalPreparation
Execution
Training
Realization
PreparingFor Change
Action Plans
ConfigurationDevelopment Business Process
Areas of Change Management
Business Process Change Roles & Responsibilities Competency SkillsComputerization/Automation Changes
ChangeTasks
ChangeModel
ImplementationPhases
ImplementationTasks
Change Management Process Model
Develop Vision
Select Change Champions
IIdentifying need for
change
Stakeholder Analysis
Create Awareness
Build Support
Develop Change Plan
IIPreparing for
Change
Communicate Changes
Implement Change
Help People Adjust
IIIInitiating Change
Communications, Consistency
Continuous Improvement Plan
IVMaintaining Change
Cautions
• Imposing your own values/judgments
• Beware of negative responses
• Compliance v/s informed choice
The process of change
• Behaviors
• Knowledge
• Attitudes
• Values and Beliefs
Theorists of Change
• Kurt Lewin force field analysis
• E.H. Schein general change model
• R. Havelock theory of change
• J Prochaska model of change
C. DiClementi
Target
Promoting Change
Helping forces Hindering forces
Force Field Analysis
Required direction
General Change Model
E.H. Schein
UnfreezingUnfreezing
ChangingChangingRe-freezingRe-freezing
Disconfirming forcesDisconfirming forcesPsychological safetyPsychological safety
Acquire new informationAcquire new information
•single modelsingle model•scanningscanning
Personality/culture Personality/culture integrationintegration
ConfirmationConfirmationReinforcementReinforcement
A Model of Planned ChangeA Model of Planned ChangeSchein 1972Schein 1972
Theory of Change
R. Havelock
In order for change to be successful and lasting, different
strategies need to be used in different circumstances
The process of change
PrecontemplationPrecontemplationClient sees no problemClient sees no problem
Premature way outPremature way out
ContemplationContemplation Weighing up pro’s &Weighing up pro’s & Cons of changing Cons of changing
SuccessSuccess
Active ChangesActive ChangesPutting decisions intoPutting decisions intopracticepractice
MaintenanceMaintenanceActively maintainingActively maintainingchangechangeRelapseRelapse
Return to previousReturn to previouspatterns of behaviorpatterns of behavior
StartStart
Precontemplation
MotivationPeople are motivated to change when they:
• become aware of the need
• experience physical, psychological, spiritual discomfort
• feel powerful & in control
• have a sense of purpose
ContemplationPreparing to change
• Clarification– force field analysis
• (listing and weighing up pros and cons)
• cost/benefit analysis
– self monitoring• diaries• questionnaires• discussions
• Consequences– alternative outcomes– groundwork for
successful re-freezing
Set Aims and Objectives
Active Change
• Reorganize patterns of behaviour
• Find substitutes
• Cue - reminders
• Engineer success
• Activate reinforcers
• Use support
Take one day at a time
Maintenance
All of the above and then some!
Relapse
• Targets too high?
• Rewards too far away?
• Unforeseen crisis
• Quality of support
• Coping with negative consequences – (eg: anxiety)
Evaluation of Change
• Specific, measurable goals / objectives
• Measure incremental change
• Use valid tools that are sensitive to change
Spot recognition •Forum Based Recognition •Tenure Recognition Program •Gift Vouchers •Tie ups with malls,hotels, book stores etc,. •e-Award •“Caught in the act” stickers •Peer recognition •Dinner with Leadership for R&R winners •
Reward and Recognition System
Normal initial induction/orientation •Buddy system •
Induction & Assimilation
Online + Face to Face •Workplace Issues Committee •
Grievance Management
Cross Functional Movements •Internal Job Postings •Family Silverware •
Career Growth
Transport •Cafeteria •Gymnasium •Comp Offs •Flexi Time •Personal Health Care (Regular medical check-ups) •Concierge facilities •ATM on premises •Counselling and workshops on maintaining a work/life balance for spouses •Work from home •
Other Benefits
Library •Seminar/ Workshops •
Boot Camps •Forums •
E-Resources •
Training- Online+ Classroom •Cross Geographic Exposure •‘Guru Pool’ •
Education Reimbursement Program •Guest lectures •Sabbatical for higher education •Tie ups with universities •
Sponsorships •Executive Education Programs •
Learning Opportunites
Cafeteria Approach •Flexible Salary Benefits •Focus on Economic Value Added (EVA) to calculate variable performance pay •Performance based incentives •Loans-medical emergency, wedding, relocation •Employee Stock Option Plan •Automated Compensation Benchmarking •Paid vacation •Group Mediclaim Insurance •Corporate Credit Card •Performance Bonus •
Total Rewards
Retirement and Savings Plan •Pension Plan •Employee Stock Purchase Plan •
For a secure future
Team say in hiring •Reverse Evaluation •Workplace customisation •Unionization •No dress code •Circular Organization-Compress the hierarchy •Enforce quality checks like 6σ in operational tasks •
Employee Empowerment
Children’s camp on painting, pottery, clay modelling etc,. •‘Your Voice’ •Spiritual (non-religious and secular) talks and discourses •‘HR Hour’ •Business orientation and travel programmes •Company Leased Accommodation •Cellular Phone / Laptop •Employee Referral Scheme •Suggestion boxes •Corporate Social Responsibility •Women's Initiative •Reimbursement Accounts •Life Balance (Employee Assistance) Program •
Employee Welfare
Annual Day Celebrations •Inter Unit Competition •Birthday,Anniversary celebrations •Cultural programs •Team Outings •Competitions •Special dress days •Treasure Hunts •Various Clubs(Adventure, Sports, Lifestyle, Health, Hobbies etc) •
Informal Events
Regional Town Hall Meetings •Intranet •Pamphlets/Desk put ups/Posters •Emails/Newsletters •Team Meetings •Team building exercises •Workplace blogging •Employee Survey •Management Conferences •
Employee Communication/InteractionGoal setting at the beginning of the year •Intermediate review •Online •Face to Face mode •Normalization •Linked to compensation •360 degrees •Bottom up evaluation •Relative ranking in peer groups •
Goal Setting and PMS
Thank You!