THE 8-STEP PROCESS FOR LEADING CHANGE

 

THE 8-STEP PROCESS FOR LEADING CHANGE

 

Over 40 years, Dr. Cotter's observations of the myriad leaders and organizations trying to change or implement their strategies have nurtured an eight-step process for fundamental change. He identified the factors that succeeded and extracted them into a methodology, an eight-step process for fundamental change

With the introduction of Step 8, Dr. Cotter has expanded his focus from research to impact with the launch of Cotter. He worked with the company to evolve the eight-step process from the original version of Leading Change to the 2014 version of his book Accelerate.

 

THE 8-STEP PROCESS FOR LEADING CHANGE

1.Create a sense of urgency

Help others see the need for change through a bold, aspirational opportunity statement that communicates the importance of acting immediately.

2.Build a guiding coalition

A volunteer army needs a coalition of effective people – born of its own ranks – to guide it, coordinate it, and communicate its activities.

3.Form a strategic vision and initiatives

Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision.

 

4.Enlist a volunteer army

Large-scale change can only occur when massive numbers of people rally around a common opportunity.

They must be bought-in and urgent to drive change – moving in the same direction

5.Enable action by removing barriers

Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact.

6.Generate short-term wins

Wins are the molecules of results. They must be recognized, collected, and communicated – early and often – to track progress and energize volunteers to persist.

7.Sustain acceleration

Press harder after the first successes. Your increasing credibility can improve systems, structures, and policies. Be relentless with initiating change after change until the vision is a reality.

8.Institute change

Articulate the connections between the new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits.

 

References

Kotter

https://www.kotterinc.com/8-steps-process-for-leading-change/

https://www.kotterinc.com/what-we-do/

 

Job Design

Job design is a research and analysis of a job in consultation with peers, Manager and management to compile the entire job data and outline the duties, responsibilities, Academic and professional qualification skills and expertise required to perform a particular job. The study and research conducted determine that job design plays an important role to understand the complexity of the job and its implication on individual employee an also plays an important role in performance management

What is Job Design?

 

We all know the importance of role clarity for an employee. Without role clarity, the responsibilities and the duties may clash and this can lead to great havoc in the organization. To avoid such a problem and to create a peaceful and organizational culture, job design is done which can also be understood as part of job analysis. It is a core function of Human Resource Management, where the onus for preparing it, is on the HR department of the company. Generally, the aim of the Job design is considered to improve the job satisfaction. As the nature of the job is a factor that contributes majorly to the employee satisfaction.

 

Job design is the process of creating comparable occupations that provide sufficient information about the tasks to be done as well as the skills, knowledge, and credentials needed to perform the job more effectively and successfully

Job Design Process in HRM

 

1.    Should have a set of goals in mind for job?

2.    Execute tasks requiring a wide variety of knowledge and abilities.

3.    Make a substantial contribution to the organization's overall function that can be easily expressed to the employee.

4.    Combine a number of different jobs to make a unified Job role.

5.    In the job design process, determine the position holder's occupational health and safety, as well as his or her general well-being.

6.    Provide possibilities for problem solving, adequate developmental progress, and a suitable level of challenges.

7.    Permit sufficient latitude and decision-making authority to the Job performer.

8.    Ensure optimum utilization of job holder current skills abilities

9.    Unless a specific job requires it, maintain impartiality when it comes to preconceptions about sex, ethnicity, or other potentially discriminatory characteristics?

10. Include work arrangements that accommodate a wide range of subject matter, work pace and style, expertise, and training.

11. Ascertain that the work is generated in a manner that is directly related to the organization's needs. Check to see if it's well-designed.

12. Improve your chances of learning new skills that will help you advance in your career.

13. Obtain physical and social integration in the workplace with other occupations and employees.

 

Job Design Steps:

While planning the job design you have to keep in mind the following steps to have the successful job design implemented:

Job Design Method & Techniques

 

There are broadly 4 types of Job Design method and techniques that are used to bring some change in the job structure for an employee. Find below these method and techniques of job design

Importance and Benefits of Job design

Job design is an important and crucial part of human resource management. It has direct impact on the productivity and efficiency of the organization. It also contributes significantly to the enhancement of working conditions.

 

Reference                                                                                                                                                       HR HelpBoarn                                                                               https://www.hrhelpboard.com/performance-management/job-design.htm

Organizational culture….

 

Organizational culture….

Corporate culture is a collection of values, expectations and practices that guide and inform the actions of all team members. Think of it as a collection of features that make your company. Culture is created by consistent and genuine behavior, not by press releases or policy documents

HR terms Value of culture

Alvesson talks about some other common metaphors about changes.                                                                        As a "regulatory authority": an unwritten element of company policy that influences and directs such recruitment / compensation.                                                                                                                As a "compass": a "correct" value for your organization that helps you focus on your actions                           as an "adhesive": Teamwork promotes coexistence.

At the heart of organizations' cultures are commonly shared values. None is right or wrong, but organizations need to decide which values they will emphasize. These common values include:

• Outcome orientation. Emphasizing achievements and results.
• People orientation. Insisting on fairness, tolerance, and respect for the individual.
• Team orientation. Emphasizing and rewarding collaboration.
• Attention to detail. Valuing precision and approaching situations and problems analytically.
• Stability. Providing security and following a predictable course.
• Innovation. Encouraging experimentation and risk-taking.
• Aggressiveness. Stimulating a fiercely competitive spirit.

 

 

 

 

Creating and Managing Organizational Culture

An organizational culture tends to emerge over time, shaped by the organization's leadership and by actions and values perceived to have contributed to earlier successes. A company culture can be managed through the cultural awareness of organizational leaders and management. Managing a culture takes focused efforts to sustain elements of the culture that support organizational effectiveness. See Addressing the Six Sources of Workplace Cultural Conflicts.

 

Practices to Develop Culture

When an organization does a good job assessing its culture, it can then go on to establish policies, programs and strategies that support and strengthen its core purpose and values. In aligned organizations, the same core characteristics or beliefs motivate and unite everyone, cascading down from the C-suite to individual contributors.

There are many tools for developing and sustaining a high-performance organizational culture, including hiring practices, onboarding efforts, recognition programs and performance management programs. The biggest challenge is deciding how to use these tools and how to allocate resources appropriately. See Taming the Savage Culture: A Q&A with Tim Mulligan.

Communications

Conflicting messages regarding corporate culture may create distrust and cynicism, which can prompt, or help employees justify, actions as deleterious as embezzlement. Experts say that cultural inconsistencies may also cause workers to grow discouraged, to believe management is disingenuous, to doubt statements from higher-ups and to be less inclined to give their best effort.

 

Legal Issues

Employers that emphasize cultural fit in their recruitment and selection process can be vulnerable to discrimination claims if they are not careful. Employers should ensure that hiring practices and selection decisions based on a cultural fit rationale do not result in discriminating against any applicants who may not be "just like" the selectors.

Reference

https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx

Managing Performance

 

Managing Performance

    

Performance management is a corporate management tool that helps managers monitor and evaluate employees' work. Performance management's goal is to create an environment where people can perform to the best of their abilities and produce the highest-quality work most efficiently and effectively.

“A systematic process for improving individual, team and organizational performance”   (Armstrong, 2014 p.331)

 

Why Manage Performance

        Find out how per­for­mance man­age­ment tools improve lev­els of employ­ee        engage­ment, employ­ee reten­tion and com­pa­ny pro­duc­tiv­i­ty while enhanc­ing        your bot­tom line.

CEOs, com­pa­ny direc­tors, influ­encers and big names in busi­ness reg­u­larly preach the impor­tance of effec­tive per­for­mance man­age­ment — the act of engag­ing with an employ­ee to review their ongo­ing work­place per­for­mance and devel­op­ment. The per­for­mance man­age­ment process com­bines infor­ma­tion gath­ering through mon­i­tor­ing goal com­ple­tion, feed­back and dis­cus­sions.

Four elements of Performance Management

•      Agreement

•      Feedback

•      Positive reinforcement

•      Dialogue

 Components of Performance Management

           There are three Components of Performance Management

Planning for performance  

      Performance planning refers to a company's formal process of identifying and planning either an individual's or organization's goals and the best way to reach them.                                                                                                                                  The planning is done by both but the employer and employee through a proper plan called the development plan.

 

 Supporting  performance     

         Performance support’ refers to the process by which staff get exactly the right information at the right moment to do their jobs to the highest possible level.

Assessing performance

If good performance is to be achieved, it has first to be defined. Organizations exist to achieve particular objectives. Thus, good performance can generally be equated with achieving (or exceeding!) the objectives of the organization.

 

 

Reference

Stuart Hearn on 28 Jun, 2018

https://www.clearreview.com/why-performance-management-important/

Capelli: 2008)

https://www.soas.ac.uk/cedep-demos/000_P531_MRD_K3736-Demo/unit1/page_20.htm

 

FUNDAMENTALS OF HR

 

FUNDAMENTALS OF HR

People are very much important to success of any size of a business. HR professionals have to play an important role in an organization proceed to success. There are some fundamentals of human resources management to be understand. As a simple definition HR is the practice of managing people to achieve better performance.

What HR is providing

v  # The knowledge

v  # Tools

v # Training

v # Legal advice

v  # Administration

v  # Talent management                                                                                                                                     

          Fundamentals of HR

These fundamentals are basics of human resource management

Ø  Recruitment & selection- key responsibility of HR is select skillful persons to organization.

Ø  Performance management- to give best serve by the recruited employee performance assessment is helping them to grow.

Ø  Learning & development- helps to employees to re-skill and up-skill

Ø  Succession planning- planning bottom line to come up positions.

Ø  Compensation and benefits- payments and other benefits that received by the employee

Ø  Human Resources Information Systems- HRIS is evaluation and other data including system generated by the organization.

Ø  HR data and analytics- data analyzing

These are some fundamentals that every organization’s HR have to implement basically.

 

 

REFERANCES

https://www.aihr.com/blog/human-resource-basics/

 Mathis, R.L; Jackson, J.H (2003). Human Resource Management. Thomson.

"The Historical Background of HRM". Retrieved 2018-09-21.

 Jump up to:^a b c d "History of Human resources". Retrieved 2018-09-21.

How HR involve with conflict management.

 

How HR involve with conflict management.

 

 

 

 

 

 

 

 

 

In conflict management HR involvement is very much needed. Conflict can be happened with individuals, departments, teams and self as well. So, the HR should understand which conflict have to manage and how.

What is conflict?

Conflicts is natural disagreements from individuals, or groups that differ in their belief, attitudes, behaviors, values or needs. There are some common causes of conflicts an be identifies as follows,

Ø 

Needs

Ø  Perceptions

Ø  Power

Ø  Values

Ø  In compatible goals

Ø  Poor communication

Ø  Inadequate organization structure

Ø  Lack of team work

Ø  Lack of clarity in roles and responsibilities

Ø  feelings

How to manage conflicts in an organization

v  Analysis of conflicts

v  Determine management strategy

v  Pre negotiation

v  Negotiation

v  Post negotiation

 

Why should HR get involve in conflict management?

There are actually a lot of reasons that it makes sense for HR to step in. not the relevant manager or individuals who make conflicts. If not, organization have to face followings and it make cost to recovery.

§        Lost productivity

§       Poor employee health

§       Potential accidents

§       Risk of litigation

§        Increased turnover

§       Potential for theft, violence, or sabotage

§      Wasted time

§       Absenteeism

5 Conflict Resolution Steps for HR

 

HR should involve with followings to mitigate and manage conflicts in the organization.

Emphasize Clarity and Consistency in Policies and Procedures. 

o      Ensure Accountability for Conflict Resolution. 

o      Don’t Ignore the Conflict. 

o      Seek to Understand. 

o      Recognize Different Circumstances.

Refarace 

SHRM                                                                                                     https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingworkplaceconflict.aspx