We are fair employer having emp. oriented HR policies,better communication system,competitive salary for all etc. etc.
Inspite of above our progress is slow and overall employees are not bothered about this.
To study the matter and submit report pertaining to my mfg. unit ; i am given a task by my boss.
Although i\'ve started work on that.
I am seeking opinion of seniors that what OD interventions i (unit HR) should initiate to make for organizational/operational effectiveness.
It will be easily understandable if opinion is given in structured manner on the following :
1- Zero Cost, 2- Low Cost 3- Medium Cost.

From India, Jaipur
As an outsider we may not be able to give right solutions & that too with out having any knowledge about your organization or people. I suggest you to complete the OCS ( organizational Climate Survey) because people may not be ready to give information directly, understand, analyze and work out action plan. until and unless you understand the root cause it will be difficult to work out remedial actions
hire an expect who can assess and suggest
Regards - kamesh

From India, Hyderabad
Dear HR Prof.,
Kamesh's reply is quite pertinent. You could have details of your finished product. Geographical location etc.
I have copied first two sentences of the post. Please check my comments in the italics:
We are fair employer having emp. oriented HR policies,better communication system,competitive salary for all etc. etc.
Whose perceptions are these? Have you taken into account perceptions of employees? If yes, then how?
Inspite of above our progress is slow and overall employees are not bothered about this.
Why you say that employees are not "bothered". Is employee attrition level is quite high?
As Kamesh has said, you need to conduct your organisation's climate survey. For this you may take help of humanlinks.com Various surveys are given in this website. You may take help of those.
Dinesh V Divekar

From India, Bangalore
Dear Sir,
The previous two comments are valid. Something is wrong means there is some problem may be related with organisational culture, poor PMS system, poor leadership, managers not efficient, not having open culture or platforms / system to capture people's perception etc.
The profitability depends on various factors like market trend, competition in particular segment etc. The slow down in production rate is also related with many factors even may not be completly related with HR policies.
It is better to have expert's advice but some senior from plant need to take care as external experts may give you advice but execution will have to be done by internal teams.

Dear HR Prof,

I would like to suuggest you that if you want to increase the organisational effectiveness you may follow the below suggestions:-

1. Conduct a thorough reasearch about the history of your organisatio. Like in the past if the organisation has grown why and how did it grow at that point of time ?. Now if the growth of the organisation has slowed down what are the reasons for its slow growth?.

Present the detailed report of this research to your top management and your boss. You can use questionnaires, interviews etc and also choose an objective for your study.

2. Find out whether the people in your unit are the right ones for the company?. Please check whether how far are they contributing to the organisations profits. Have these people contributed significantly to the units profits?. If yes they should be retained and if no they need to be put on performance enhancement plan.Please find out as an HR Professional that who are the STARS, PROBLEM CHILD, in your company.What i mean is you need to find out people with high Potential and high willingness and the ones with low potential and low willingness then should be laid off.

3. You should go for process re-engineering by identifying the non value adding processes or the processes which are not working in bringing results for the organiation. Eliminate all non value adding processes through the use of six sigma and such other techniques.

4. Make the goals of all departments stretchable. Make all departmental goals to contribute towards customer satisfaction, finance, etc.Basically i mean the four areas of balance scorecard.

5. Also conduct an HR Audit to study the effectiveness of HR Policies, Processes. Please make use of HR Scorecard , HR Metrics to judge the effectiveness of HR Processes.

6. The information gleaned through employee satisfaction surveys will also be very useful for identifying the areas for improvement.

7. Take up a SWOT Analysis with the entire team of one particular department. This will provide you useful insights on the areas where things need to be worked upon.

Hope this helps.

From India, Mumbai
everyone feels negative about work sometimes. Whether it’s frustration with the boss’s expectations or the lazy co-worker who seems to get away with everything, negative feelings creep up from time to time and make us wonder if we’d be better off working somewhere else. When it comes down to it, there’s a crucial difference between having the occasional bad day and hating your job. If you’ve slipped down that slope already, pulling yourself back up is not impossible (and is worth doing!).
From India, Noida
Fantastic suggestions and comments... and very correct. But I think we need to relook at the problem statement itself from a different angle...

If you look at these two statements of HR Prof, it says and i quote ,

1 ) " Inspite of above our progress is slow and overall employees are not bothered about this "

2 ) " I am seeking opinion of seniors that what OD interventions i (unit HR) should initiate to make for organizational/operational effectiveness".

They are in reality Two different yet critical problems. The first deals with Employee Engagement while the second is Operational effectiveness ( and this could be, as Prafulla beautifully explained, due to process inefficiencies and not necessarily employee related).

IMHO, you ( read your Organization) are showing typical classic signs of a "growing organization"... and every organization goes through this phase. Those that change and adapt to the needs of this growth go on to become bigger while those that fail stay where they are and perish in the long run.

So what are the steps you need to adopt... First bring more clarity about what exactly is the problem. Define your problems in clear specific terms. multiple problems multiple definitions. Dont worry. everything is interconnected and the connection will become apparent and clear as you work through the problems. Just remember, there are real problems and then there are speculated / opinionated / I wish problems. Try and keep the second category separate ( they would require a different methodology to manage them). Take the help of all the cross functional seniors in the unit. Identify all the problems and then categorize them. Employee related or Process (systems) related. Ideally you should have around 15 - 20 small problems in each and 2 -3 really large ones...:-)

Now that we exactly know what the problems are... Lets start solving them one by one on paper... propose the solution... Just remember, The solution to a problem, at most times, will be found within the realm of the problem itself. Once you have a vague picture, its time to bring in the Top Guns!!! Remember, no initiatives succeed if the top management are not considered or seen to be actively involved in a organizational strategy / change. Get the top guns support and backing. Get them to commit on the funds needed and the time frame... and NOW, only now you are ready to initiate change.


Navneet Chandra

From India, Delhi
Dear Mr Prafulla K Acharya,
Thanks for writing long reply. In your post you have written that "Please arrange to purchase a few copies of the book and ask Production, Material Mgt Marketing and sales HOD to read this book . Many a large as well as medium size American Organizations have created great inprovements by applying the Various techniques explained in the book including its Adopting TOC methods. TOC- Theory of Constraints"
You have recommended Production, Purchase, Marketing etc Heads to read the above book. However, in your list one important person is missing and that is MD. He is the person who brings change. Unfortunately, in Indian context, MDs have misplaced notion that learning can be delegated and they wash their hands off from learning. Now it has become almost equation that training or learning is not for MD's level that this fact escaped from senior like you also!
Dinesh V Divekar

From India, Bangalore
Thank you Dinesh Jee,
I fully agree with your statement. It is perhaps my subconscious personality default to assume first Plant managers and Productivity Enhancement Managers ( I call myself one with 10 years work experience in TATA STEEL in its Industrial Engineering function ) show result in solving problems and improving bottom line result by introducing innovation and methods improvement and then. the CEO or MD appreciates the change and create environment in other divisions to inculcate such process adaptation. You are very right, without top management support and HR's motivation and proper communication such applications may not be possible.
Again Thank you Dinesh Jee for your continuous contribution to the professional topics like this one and with my personal regards,
Prafulla K Acharya

From India, Bhubaneswar

If you are knowledgeable about any fact, resource or experience related to this topic - please add your views using the reply box below. For articles and copyrighted material please only cite the original source link. Each contribution will make this page a resource useful for everyone.

Please Login To Add Reply

About Us Advertise Contact Us
Privacy Policy Disclaimer Terms Of Service

All rights reserved @ 2021 Cite.Co™

All Material Copyright And Trademarks Posted Held By Respective Owners.
Panel Selection For Threads Are Automated - Members Notified Via CiteMailer Server