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!