|Click here for the Case Study of Bry Air|
|For change to be internalised and owned by its employees the organisation must take three significant steps:
(a) Creation of Shared Objective – It cannot be imposed from the top. The desired change must evolve from the key stakeholders from all levels and functions.(b) Building robust processes to internalize and respond to the changes – Having a clear objective is the first step but then no change will come unless the ‘how’ part is created. The path has to be paved to reach the desired goal. Different functions have to be clear about their respective roles and responsibilities.Each key stakeholder has to know what is expected of him/her so that he/she will be able to provide the others what is needed on time, in the way that is desired.
(c) Refining & Structuring an HR system to elicit desired behaviour from people – The right kind of people, with the right skill sets, in the right number would need to be there so that changes initiated are monitored, maintained and modified according to changing times. Right kind of people can come through internal job posting or, hired from outside based on need. Right skill sets can be developed though training & development programmes, innovative learning initiatives, coaching and mentoring practices, e-Learning inputs, etc.
|For eliciting the desired behaviours, the KRAs (key result areas) need to be sharp, the KPIs key performance indices has to be clear, MOPs (measures of performance) tight, relevant and reasonable, the performance appraisals systematic, fair & regular whatever the frequency, the compensation structure transparent and competitive, the rewards and recognition system to be motivational. The HR system should not be left in the hands of the HR people alone!