PLANNING FOR

CHANGE- HRP

Group Members

Names Roll Nos.1. Dhiraj Balani 32. Sripad Bhosekar 63. Anil Hingorani 144. Shiny Kulangara 235. Pramod Pawar 376. 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 organisationPerformance gapEmployee needs and valuesChange 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