REVISE IT CASE STUDY

Group Assignment HRM

OVERVIEW

What is the current situation? (analysis of case, identification of issues) What needs to be changed? How does it translate into a business Goal? What are the implications for HRM? (A review and Analysis of People practices to achieve intended business Goal) (Work force philosophy, current HR practices) How the Business Goal drives HRM strategy? (Identify HRM Goals) (Vertical Integration) Formulate Strategy to achieve identified HRM Goals (5P Model) which should be supportive of change. HR practices and process should also be aligned to support the change ( Horizontal integration) Managing Change John Kotters Model

Mckinseys 7S Model for Internal analysis

Hard S
Strategy: the direction and scope of the company over the long term not clear from the case
Structure: the basic organization of the company, its departments, reporting lines, areas of expertise and responsibility (and how they interrelate)-simple structure, poor communication systems within teams and departments. Lack of interrelatedness in areas of expertise and responsibilities. (consultants are responsible to hunt for the technical specification sheets but spying is not their expertise, CEOs area of expertise is accounting consultancy but he is responsible to manage the IT consultancy teams without any expertise and interest in IT) Systems: formal and informal procedures that govern everyday activity, inefficient management information systems (no one knows what the skills of other teams members are), job ambiguity (who is responsible for technical specifications sheets), Performance management system Flaws Delays in timesheets submissions leading to customer dissatisfaction
4

Soft S
Skills: the capabilities and competencies that exist within the company consultants and employees in other department seem to be skilled at their work ( no apparent problems related consultants skills are discussed in case). However, due to lack of knowledge sharing culture, the skills and competencies of employees may be underutilized. Shared values: the values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior companys shared value seems to be strive for tangible gains only, instrumentalism approach (reflected in CEOs attitude of getting more out of his people, HRM concerned with only staff retention and not staff wellbeing, motivation, engagement, Finance only concerned with increasing shareholders wealth and performance management in terms of financial implications. Lack of culture of trust and respect (evident in how the partners scorn the consultants if they dont know that technical specification sheets have been updated) Staff: the company's people resources and how the are developed, trained and motivated.- Low staff commitment (timesheets not filled on time by staff), no evidence of staff development , Style: the leadership approach of top management and the company's overall operating approach. domineering leadership style, very task oriented style,

Issues Identified
Soft Issues: Lack of Employee Commitment and sense of responsibility Lack of Employee Motivation Lack of culture of learning and development Lack of culture of knowledge sharing Lack of culture of caring, trust and respect A strong role culture

Hard Issues: Rigid organizational structure (Role Culture) Lack of alignment in CEOs area of expertise and responsibility Lack of efficient information management system Lack of effective communication channels Lack of clear Job descriptions Inefficient performance management system
6

Implications for HR

Work force Model and Employment contract analysis

More Important More Valued
Empowered Workforce (Participation)Desired Model

Less Important
Entitled (unrestricted) Workforce (Paternalism)

Less Valued

Directed Workforce (Structure)Current Model

Transient (temporary) Workforce (Transactional)

FROM BUSINESS GOALS TO HR GOALS SYSTEMATIC APPROACH

From Business Goals to HR Goals

Business Goals and Strategy HRM Goals and Strategy Enhance employee engagement Instil a culture of learning and development through knowledge sharing Shift from Role culture to a constructive and affiliative culture of humanistic encouraging Human Resource Management

Enhance competitive advantage through efficient management of information

Based on Rosemarry Harisson's Model of HRM and employee Life cycle

10

S.No

What is the problem

Gap to be closed

Who is involved in achieving the Causes for the problem milestone or address the Culture & reasons for Structure the problem

What are the implications

Resourcing & Job Design

Learning & Development

Rewards & Recognition

ERC

HR Policies & Regulations

Managing information

CEO & Communication to be shared Conservative culture of Department with all the stakeholders not sharing information Heads

Power Culture

Have to be Actual skills Employees extremely careful requirement for No learning thru deserving in their further growth knowledge recognition and communication can not be sharing reward may not keeping in mind identified be getting it the sensitivities of effectively the organization Employees not No career growth recognized or Job designs may of the employees rewarded due to need more clarity due to lack of the decline of work ethics the performance level

No effect

Consultants not Develop & implement clear filling the time processes. Auditing of time sheets sheets filled by consultants appropriately

Non-availability or improper communication of processes

Finance, Operations, Employees

Person Culture

HR Policies will have to be revised No immediate in terms of effect following a certain process.

Non interaction of the teams

Organization structure focused only on teams. Training to be conducted for Ineffeciency of teams, Department the CEO in order for him to spending more time on Heads & understand the IT functions solving issues. Teams Human and pressures even better. are self-contained. No Resources, Role Culture Change in the organizational interaction between the Consultant structure and have crossteams and no Teaml functional consultancy movement of Leaders, CEO teams. consultants between teams

No effect

Employees to be trained more on team work advantages

HR Policies will Problems with More team have to become internal building activities more clear on benchmarking to be organized Team work effectiveness

High Attrition rate among employees

Implement career development / succession planning schemes

Monotonous roles of consultants, no learning & development

Human Resources

Person Culture

Business will get affected in a All the time and Rewards policy negative way, due cost involved in may need to high attrition training wil be lost revision rate
Time Reward system Management for employees sessions to be will be affected arranged for the due to their work employees delay

HR team will have to spend time over and over again for recrutiment
HR Policies will have to be stricter and more detail oriented 11

Consultants spending lot of No processes in place to time searching Building clear & systematic update the technical Consultant updated processes to reduce the time specifications sheet & Team technical wasted by consultants making it accessable to Leaders specification all stakeholders sheets

Person Culture

No Effect

HR Strategy

12

Processes Created, captured and stored in a central repository and shared through intranet. Programmes Knowledge transfer, Process handbooks

Enhance Knowledge Manageme nt

Effective Performanc e Manageme nt

Processes Job rotation, Up-skilling, Granting ownerships to teams/projects. Programmes Training & development

Effective Competenc e Manageme nt

Processes Setting KPIs, creating PDP Programmes Quarterly performance appraisal, Mentoring

RevisedITEnhance employee engagement learning and development through knowledge sharing

Create Feedback Culture

Processes & Tools 360degree feedback, appraisals, Surveys, Policies Open door policy

Implement Rewards and Motivation

Practices Teambuilding activities, face-toface interaction, Social networking/gatherin Based on: Rosemarry Harisson's Model of HRM and employee Life cycle g

Initiate Effective Teamwork

Programmes Total rewards, Performance based bonus scheme, Winners circle, Best employee awards Policies Remuneration based on basic + variable, Nominations 13

ENGAGEMENT AND PERFORMANCE

Performance Positive

Engagement

Motivation

Satisfaction

Threshold

Negative

Dissatisfaction Low High

Needs Fulfillment
14

VERTICAL AND HORIZONTAL INTEGRATION OF HR STRATEGY

Business Strategy

HR policies

HR Strategy

HR systems and Processes

15

PRIORITISATION OF DEMANDS
High

First priorities:
Clear Job allocations Job rotation among various teams Enhanced communication among teams

Second Priority
HR information management system Change organisational culture

Impact

Quick winsEg: Employee non financial reward policy based on compliance to reporting procedures.

Bottom of the in-tray:

High
89

Low Low

Costs/difficulty of implementation

16

Change Management

17

STAKEHOLDER ANALYSIS
Importance of Stakeholder Influence of Stakeholder
Unknown Little / No importance Some importance Significant importance
Chief Executive Information Manager HR Manager Partners Marketing Director Employee Finance Director Consultants

Significant influence Somewhat influential Little / No influence Unknown

Customers Suppliers

18

STAKEHOLDER ANALYSIS (CONT.)

STAKEHOLDER
Chief Executive Information Manager HR Manager Partners Employee Finance Director Consultants Marketing Director

ACTION TO TAKE
Approval Approval Approval Approval

HOW?
Meeting/email Meeting/email Meeting/email Meeting/email

WHEN?
Before implementation of changes and after achieving milestones. On going as required On going as required On going as required On going as required

Engage Engage Engage Engage

Meeting / email/ intranet /

Customers Suppliers

Inform Inform

Meeting/ email/Phone

Before/after 19 implementing

Change Management Using John Kotter Model

Creating Climate for Change

1. Increase urgency 2. Build guiding teams 3. Get the vision right
Based on the strategy goal and objectives for bringing about the change will be established. Timelines for milestone tasks will be set and responsibility for closing task on time will be required by change agents

Measure the problem by quantifying Create change agent team to implement changes in the it and benchmarking with the organization. desired goal Change Agent team will include members from each department Highlighting the severity of the and process problem/opportunities by looking at Getting support for change agents the gaps. to bring about changes from the stakeholder Sharing the urgency with all the Change agents to work in stakeholders to get their acceptance coordination of respective to change. department head and quality department

20

Engaging & Enabling the whole organization

4. Communicate for buy-in
Develop Communication Plan When, How, who will communicate For effective communication use stakeholders analysis Use of intranet to communication Feedback for improvement and changes from stakeholders

5. Enable action

6. Create short term wins

By creation a structure/process for enabling change in the organization Rewarding employees/teams for achieving milestones by measuring by change agents their of towards implementation of change/improvement. Using influencing strategy to overcome employee rigidness and Reward & Recognition for new obstacle. ideas, best practices and quick fixes implemented by employee. Encourage new ideas and best practice sharing online via intranet site for which change managers will be responsible to review and evaluate ideas and share them with their counterparts in other department. Have best practice sharing forums

21

Implementing & Sustaining the Change

7. Dont let up
Benchmark performance based on the business goals for quantifying and rewarding performance On achieving the targets keep increasing the bar for continual improvement Use of new ideas & Best practice for continual changes leading to growth. Motivate employees for increasing and sustaining performance.

8. Make it stick
Implementation of Career development programme Implementation of knowledge management Implementation of Performance management linking employee KPI with business strategy which is linked with company vision. Updating process and standard operating procedure with new changes implemented. Incorporating changes in the training programme Use of FMEA Failure Mode & Effect Analysis to ensure the risks of implementing change are foreseen and prioritized as per Risk Priority Number . According to the priority Recommended actions, Responsibility and target completion date is determined. After implementation of change hand over to department head to be given as their responsibility to drive and sustain the changes.

22

Not to forget
Effective measurement systems
Monitoring attrition rate Employee satisfaction feedback Customer satisfaction feedback Error free accounts billing Turnaround time for serving customers

23