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aussiejohnThe short answer is - with great difficulty.
If management has been slack at implementing policies and processes for so long, then you face an uphill battle.
The simple fact of this is that if management are expecting you to develop and implement a policy without backing you to the hilt, you are doomed to failure.
Management have to meet with all the staff, and tell them that things are going to change. But they also have to tell the staff WHY things are going to change, and how that will benefit the staff. Staff will resist any change when they are not told the reasons, and more importantly, what's in it for them.
You are a long, long way off developing and implementing policies. Your first actions are to prepare the ground and get the staff onside. This is going to take a lot of consultation and discussions to change the mindset of the staff.
From Australia, Melbourne
saswatabanerjeeJohn is correct in his reply.
The question you have not answered (or bothered to clarify in your post) is whether it is something you want to do or something the management has asked you to do.
If the management has asked you to do, then I suggest you explain to them why a hierarchy is important and how reporting / delegation works. You can always develop HR Policies, but implementing it is the task of the management. The next question is, whether you are the person with the authority?
From India, Mumbai
KK!HRFor a very small organisation, where every body knows everything about everybody else, (employee strength of less than 20) there may not exist a formal hierarchy and reporting relationship, as the organisation grows there has to be a structure, reporting relationships and formal HR systems. With the passage of time it becomes humanly impossible to keep up with all the aspects of managing the HR informally.
So as an organisation you need to develop the HR policies and SOPs. There are a lot of material available regarding this in the internet world. So based on that you can design your policies and processes.
As regards the resistance of the elders, it is to be expected. People are always comfortable doing the very same things in the same manner. So any change from that will be looked down . Nothing unusual in that. To overcome it you need to sell the changes you intent to this group, convince them on its utility, ease of operation and other advantages.
From India, Mumbai
bijay_majumdarIts easy to develop policies etc,But Implementation is problem.
The management of the company should have to create an environment where information can be gathered shared and analysed towards the implementation of new policies etc etc.
This need lots of time and energy with many changes in the existing system.
All rests on management decision and positivity aspects of Policies.
From India, Vadodara
Babu AlexanderMy suggestion would be, pose the need for implementing HR policies, as a requirement / need of the hour, before the so called “old employees who are rigid to any changes” and keep involve them from drafting (policy drafting) to implementation stage. In this process keep the top management involvement is most important.
From India, Madras