Hi all,
I have been appointed as an HR manager in a software house for the past 20 days. The company is currently facing a shortage of employees. The existing employees are strongly attached to old policies and are resistant to accepting new changes. Unfortunately, the company is unable to take the risk of terminating their employment.
Given that there are only 12 employees, I am considering implementing some more comfortable policies initially. Could you kindly provide me with some guidance on how to proceed?
Thank you.
From Pakistan, Lahore
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I have been appointed as an HR manager in a software house for the past 20 days. The company is currently facing a shortage of employees. The existing employees are strongly attached to old policies and are resistant to accepting new changes. Unfortunately, the company is unable to take the risk of terminating their employment.
Given that there are only 12 employees, I am considering implementing some more comfortable policies initially. Could you kindly provide me with some guidance on how to proceed?
Thank you.
From Pakistan, Lahore
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Dear Zak,
There has to be a reason for change. The end result of change or why should I change has to be clear. Else, it becomes a pure academic pursuit, and ground reality does not change. Have you found out whether software projects are completed on time? If not, then what is the delay? What exactly is holding you back? Will the changed mindset of the employee help in completing the projects within the budgeted time?
I recommend the introduction of a performance-based culture. Have you formulated KPIs for each department? Have you provided KRAs for the employees? Clear measures of performance are one of the best ways to change the mindset of the employees. Both new and old employees have to fall in line, willingly or unwillingly, they will accept the change.
For those who don't fall in line, you can counsel them and train them. If they are still adamant, you can take corrective action.
At the same time, you need to start performance-based recruitment as well. Training has to be performance-based. Do not proceed with the training unless you define what needs to be increased or decreased.
Ok...
Dinesh V Divekar
dineshdivekar@yahoo.com
From India, Bangalore
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8072There has to be a reason for change. The end result of change or why should I change has to be clear. Else, it becomes a pure academic pursuit, and ground reality does not change. Have you found out whether software projects are completed on time? If not, then what is the delay? What exactly is holding you back? Will the changed mindset of the employee help in completing the projects within the budgeted time?
I recommend the introduction of a performance-based culture. Have you formulated KPIs for each department? Have you provided KRAs for the employees? Clear measures of performance are one of the best ways to change the mindset of the employees. Both new and old employees have to fall in line, willingly or unwillingly, they will accept the change.
For those who don't fall in line, you can counsel them and train them. If they are still adamant, you can take corrective action.
At the same time, you need to start performance-based recruitment as well. Training has to be performance-based. Do not proceed with the training unless you define what needs to be increased or decreased.
Ok...
Dinesh V Divekar
dineshdivekar@yahoo.com
From India, Bangalore
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Change Management.ppt
Employee reference policy.doc