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Driving HR initiatives


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Change Management and HR

Published in: Business, Technology
  • Hi Gautam,
    Great,could you please send me a copy of this

    Manju sahani
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  • Easiest way to apply for Truckers Jobs Online at
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  • Great slideshow about the require to innovate business models; tips on how to represent them succinctly; as well as the desire to make development initiatives actionable. Superb use of photographs as well as clear to see illustrative examples.
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  • Dear Gautam, It is indeed a good presentation.
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  • hello gautam sir. I am neha student of KIRLOSKAR INSTITUTE OF ADVANCED MANAGEMENT STUDIES.sir i have done my summer internship project on failure of initiatives and how to make them successful and sustain them. sir i am still researching on this topic.Sir i will be greatful if you are able to provide me some material which will help me in pursuing my paper.
    sir you can mail me at
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Driving HR initiatives

  1. 1. Driving HR Initiatives Gautam Ghosh Mehjabeen Shalam Vibha Rai 31 st July , 2006
  2. 2. “support function” / “cost center” / “bureaucratic drag” or …
  3. 3. Are you “Rock Stars of the Age of Talent” - Tom Peters
  4. 4. Role of HR
  5. 5. HR has 4 roles and 16 accountabilities (extended from the dave ulrich model, used with permission from Rich Vosburgh, PhD) people processes future/strategic focus operational focus <ul><li>strategic partner </li></ul><ul><li>strategic hr planning </li></ul><ul><li>hr as business partner </li></ul><ul><li>culture and image </li></ul><ul><li>change agent </li></ul><ul><li>staffing </li></ul><ul><li>organizational design </li></ul><ul><li>survey action planning </li></ul><ul><li>performance measurement </li></ul><ul><li>training and development </li></ul><ul><li>employee relations expert </li></ul><ul><li>employee relations </li></ul><ul><li>labor relations </li></ul><ul><li>safety & workers’ compensation </li></ul><ul><li>diversity and eeo </li></ul><ul><li>administrative expert </li></ul><ul><li>compensation </li></ul><ul><li>benefits </li></ul><ul><li>hr information systems </li></ul><ul><li>compliance </li></ul>
  6. 6. Change Management Phases
  7. 7. Project Implementation / Change Management Alignment Identifying Change Business Blueprint Gap Analysis Determine Business Requirements & Process Monitoring Change Go Live / Support Status Support/Audit Follow-up Training Initiate Change Final Preparation Execution Training Realization Preparing For Change Action Plans Configuration Development Business Process Areas of Change Management Business Process Change Roles & Responsibilities Competency Skills Computerization/ Automation Changes Change Tasks Change Model Implementation Phases Implementation Tasks
  8. 8. Change Management Process Model Develop Vision Select Change Champions I Identifying need for change Stakeholder Analysis Create Awareness Build Support Develop Change Plan II Preparing for Change Communicate Changes Implement Change Help People Adjust III Initiating Change Communications, Consistency Continuous Improvement Plan IV Maintaining Change
  9. 9. Cautions <ul><li>Imposing your own values/judgments </li></ul><ul><li>Beware of negative responses </li></ul><ul><li>Compliance v/s informed choice </li></ul>
  10. 10. The process of change <ul><li>Behaviors </li></ul><ul><li>Knowledge </li></ul><ul><li>Attitudes </li></ul><ul><li>Values and Beliefs </li></ul>
  11. 11. Theorists of Change <ul><li>Kurt Lewin force field analysis </li></ul><ul><li>E.H. Schein general change model </li></ul><ul><li>R. Havelock theory of change </li></ul><ul><li>J Prochaska model of change </li></ul><ul><li>C. DiClementi </li></ul>
  12. 12. Target Promoting Change Helping forces Hindering forces Force Field Analysis Required direction
  13. 13. General Change Model E.H. Schein
  14. 14. Unfreezing Changing Re-freezing Disconfirming forces Psychological safety Acquire new information <ul><li>single model </li></ul><ul><li>scanning </li></ul>Personality/culture integration Confirmation Reinforcement A Model of Planned Change Schein 1972
  15. 15. Theory of Change R. Havelock
  16. 16. In order for change to be successful and lasting, different strategies need to be used in different circumstances
  17. 17. The process of change Precontemplation Client sees no problem Premature way out Contemplation Weighing up pro’s & Cons of changing Success Active Changes Putting decisions into practice Maintenance Actively maintaining change Relapse Return to previous patterns of behavior Start
  18. 18. Precontemplation <ul><li>Motivation </li></ul><ul><li>People are motivated to change when they: </li></ul><ul><li>become aware of the need </li></ul><ul><li>experience physical, psychological, spiritual discomfort </li></ul><ul><li>feel powerful & in control </li></ul><ul><li>have a sense of purpose </li></ul>
  19. 19. Contemplation Preparing to change <ul><li>Clarification </li></ul><ul><ul><li>force field analysis </li></ul></ul><ul><ul><ul><li>(listing and weighing up pros and cons) </li></ul></ul></ul><ul><ul><ul><li>cost/benefit analysis </li></ul></ul></ul><ul><ul><li>self monitoring </li></ul></ul><ul><ul><ul><li>diaries </li></ul></ul></ul><ul><ul><ul><li>questionnaires </li></ul></ul></ul><ul><ul><ul><li>discussions </li></ul></ul></ul><ul><li>Consequences </li></ul><ul><ul><li>alternative outcomes </li></ul></ul><ul><ul><li>groundwork for successful re-freezing </li></ul></ul><ul><ul><li>Set Aims and Objectives </li></ul></ul>
  20. 20. Active Change <ul><li>Reorganize patterns of behaviour </li></ul><ul><li>Find substitutes </li></ul><ul><li>Cue - reminders </li></ul><ul><li>Engineer success </li></ul><ul><li>Activate reinforcers </li></ul><ul><li>Use support </li></ul><ul><li>Take one day at a time </li></ul>
  21. 21. Maintenance <ul><li>All of the above and then some! </li></ul>
  22. 22. Relapse <ul><li>Targets too high? </li></ul><ul><li>Rewards too far away? </li></ul><ul><li>Unforeseen crisis </li></ul><ul><li>Quality of support </li></ul><ul><li>Coping with negative consequences </li></ul><ul><ul><li>(eg: anxiety) </li></ul></ul>
  23. 23. Evaluation of Change <ul><li>Specific, measurable goals / objectives </li></ul><ul><li>Measure incremental change </li></ul><ul><li>Use valid tools that are sensitive to change </li></ul>
  24. 29. Thank You!