Driving Hr Initiatives 12472

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  • If HR doesn’t excel at the bottom two quadrants, it has no chance of success at the strategic quadrants! You must gain respect and trust from your business partners Excel at the legacy, fundamentals of HR, process & transactional activities Earn your way to the strategic level by understanding the business, business issues & drivers. At the process level you must ensure the company is bullet proof from all legal and compliance perspectives regarding people actions Layoffs – country specific laws EEO Diversity At the strategic level it’s ensuring the right talent is in the right job at the right place for the right cost….future kSA oriented and aligned with the business objectives in the future. Sourcing Training & development Pay attention to what’s need from a human asset perspective to support future business objectives.
  • Schein’s extension of Lewin’s theory Schein EH Professional Education - some new directions McGraw Hill 1972 75-84
  • Model of Change Adapted from J. Prochaska and C. DiClemente (1984). The transtheoretical approach: Crossing traditional boundaries of therapy . Dow-Jones-Irwin-Homewool, Ill.
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  • Driving Hr Initiatives 12472

    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!

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