Lovely professional university

Term paper of human resources

management

Submitted by-Vinit Kumar

ROLL NO- B33

REG NO- 10902156
SECTION-RT1901
 M.B.A (II) SEM

Acknowledgement

I would like to take this opportunity to express my gratitude

towards all those people who have helped me in the successful
completion of this term paper, directly or indirectly. I would also
like to express my sincere gratitude towards Miss Alka
Sharma (my term paper guide) for her guidance and help
which she willingly provided at every step of my term paper.

Table of Contents

1. Introduction
2. Objective
3. Review of literature
4 Introduction of HCL
5. Effective change process in HCL
7. Conclusion
8. Bibliography
INTRODUCTION
Change management

Change management is a structured approach to transitioning

individuals, teams, and organizations from a current state to a desired
future state. Change management (or change control) is the process
during which the changes of a system are implemented in a controlled
manner by following a pre-defined framework/model with, to some
extent, reasonable modifications. In project management, change
management refers to a project management process where changes to
a project are formally introduced and approved.

The field of change management grew from the recognition that

organizations are composed of people. And the behaviors of people
make up the outputs of an organization.

Change must be realistic and attainable. The cooperation of all

stakeholders is a matter of necessity. Instead of forcing a change, it is
better to ensure that a reasonable number of stakeholders buy into the
change and the process of effecting the change. Criticism should be
encouraged from the proponents and opponents of the change and
should be objectively analyzed. Every change process should begin with
asking at least four basic questions:

1. What needs to be changed? Change should not be introduced into the system
just for the sake of it. Changes can be induced from within the organization or outside of it. In
either case, the question of what to change is critical. The question is best answered when
the limitations of the present process are identified. The answer to this question should be
able to address why the change is necessary.

2. To what should it be changed? It is one thing to know that there is a need to

effect changes in the present system, but another critical question is to what it should be
changed. Change cannot be justified if the organization does not know of a better alternative
to the current system/process. The proposed change must offer better benefits to the system
than the current system does.

3. How should this change happen? This question is as relevant as the first two
questions. Some laudable process changes (that successfully answer the first two questions)
end as disasters, and all the management time and investments are wasted because the
question of how to make the change happen was not properly addressed. Whatever
approach is adapted to effect the change must address the issue of how to ensure no or
minimal disruption to the system and must effect the change at a minimal cost.
4. How can the change be sustained? This question may be the most critical of
the four. The question, if properly answered, justifies the wisdom behind the change. The
three previous questions might be answered correctly, but if the question of how to sustain
the change is not well addressed, all the efforts are merely a waste in the long run. This is
the stage where many process changes face turbulent storms and, when they fail, it is said
they were “not able to stand the test of time.”

Types of Organizational Change

1. Strategic changes
2. Technological changes
3. Structural changes
4. Changing the attitudes and behaviors of personnel

As a multidisciplinary practice, Organizational Change Management

requires for example: creative marketing to enable communication
between change audiences, but also deep social understanding about
leadership’s styles and group dynamics. As a visible track on
transformation projects, Organizational Change Management aligns
groups’ expectations, communicates, integrates teams and manages
people training. It make use of metrics, such as leader’s commitment,
communication effectiveness, and the perceived need for change to
design accurate strategies, in order to avoid change failures or solve
troubled change projects.

Scope of change management

The purpose of defining these change management areas is to ensure

that there is a common understanding among readers. Tools or
components of change management include:

• Change management process

• Readiness assessments
• Communication and communication planning
• Coaching and manager training for change management
• Training and employee training development
• Sponsor activities and sponsor roadmaps
• Resistance management
• Data collection, feedback analysis and corrective action
• Celebrating and recognizing success
Challenges of Change

Change is a departure from an existing process or way of doing something, to a new

process or a different way of doing the same thing. A process change can be an
amendment to existing processes, an introduction of a new process or both. For
example, a manual system can be redefined or automated, or an automated system
can be upgraded, complemented or replaced entirely with new packages. These
changes are also known as business process reengineering (BPR).

Changes in any form are intended to better the organization over the short term
and/or long term. However, no matter how marketable change ideas are, they can be
frustrated purposefully or inadvertently if they are not well managed during all stages.
Poor management often causes the huge investments in the change process and the
high expectations that come with the ideas to turn to huge disappointments.

Some changes are introduced with fanfare, but not long after commencement of their
implementation, they meet impediments that would have been avoidable or
surmountable if they had been identified and managed promptly in the early stages.
Instances abound where organizations’ accounts remain irreconcilable due to
process automation, system upgrade or introduction of entirely new packages. There
is no doubt that such a process change at the point of conception, evaluation and/or
implementation requires a great deal of financial resources and management time
and leads to high expectations. Therefore, any failure can be disastrous. To prevent
such a failure, attention should be given to change management at all stages.

Managers in this sense see events taking place that, to them, signal the need for
change. They also perceive the internal context of change as it relates to Structure,
culture, systems of power and control, which gives those further clues about whether it is
worth trying to introduce change. But what causes change? What factors need to be
considered when we look for the causal affects which run from A to B in an organization?

The change may occur in response to the:

 C hanges in technology used
Changes in customer expectations or tastes
Changes as a result of competition
Changes as a result of government legislation
Changes as a result of alterations in the economy at home or abroad
Changes in communication media
Changes in society’s value systems
Changes in the supply chain
Changes in the distribution chain
Internal changes can be seen as responses or reactions to the outside world which are
regarded as external triggers. There are also a large number of factors which lead to
what are termed internal triggers for change. Organization redesigns to fit a new product
line or new marketing strategy are typical examples, as are changes in job
responsibilities to fit new organizational structures. The final cause of change in
organizations is where the organization tries to be ahead of change by being proactive.
For example, where the Organization tries to anticipate problems in the marketplace or
negate the impact of worldwide recession on its own business, proactive change is
taking place.

Planned Change
Planned organizational change is normally targeted at improving Effectiveness at one or
more of four different levels: human resources, functional resources, technological
capabilities, and organizational capabilities.

Human Resources:

Human resources are an organization’s most important asset. Ultimately, an

organization’s distinctive competencies lie in the skills and abilities of its employees.
Because these skills and abilities give an organization a competitive advantage,
organizations must continually monitor their structures to find the most effective way of
motivating and organizing human resources to acquire and use their skills. Typical kinds
of change efforts directed at human resources include: (i) new investment in training and
development activities so that employees acquire new skills and abilities; (ii) socializing
employees into the organizational culture so that they learn the new routines on which
organizational performance depends; (iii) changing organizational norms and values to
motivate a multi-cultural and diverse work force; (iv) ongoing examination of the way in
which promotion and reward systems operate in a diverse work force; and (v) changing
the composition of the top-management team to improve organizational learning and
decision making.

Functional Resources: Each organizational function needs to develop procedures that

allow it to manage the particular environment it faces. As the environment changes,
organizations often transfer resources to the functions where the most value can be
created. Critical functions grow in importance, while those whose usefulness is declining
shrink. An organization can improve the value that its functions create by changing its
structure, culture, and technology. The change from a functional to a product team
structure, for example, may speed the new product development process. Alterations in
functional structure can help provide a setting in which people are motivated to perform.
The change from traditional mass production to a manufacturing operation based on
self-managed work teams often allows companies to increase product quality and
productivity if employees can share in the gains from the new work system.

Technological Capabilities: Technological capabilities give an organization a normous

capacity to change itself in order to exploit market opportunities. The ability to develop a
constant stream of new products or to modify existing products so that they continue to
attract customers is one of an organization’s core competencies. Similarly, the ability to
improve the way goods and services are produced in order to increase their quality and
reliability is a crucial organizational capability. At the organizational level, an has to
provide the context that allows it to translate its technological competencies into value for
its stakeholders. This task often involves the redesign of organizational activities. IBM,
for example, has recently moved to change its organizational structure to better
capitalize on its strengths in providing IT consulting. Previously, it was unable to
translate its technical capabilities into commercial opportunities because its structure
was not focused on consulting, but on making and selling computer hardware and
software rather than providing advice.

Organizational Capabilities: Through the design of organizational structure and

culture an organization can harness its human and functional resources to take
advantage of technological opportunities. Organizational change often involves changing
the relationship between people and functions to increase their ability to create value.
Changes in structure and culture take place at all levels of the organization and include
changing the routines an individual uses to greet customers, changing work group
relationships, improving integration between divisions, and changing corporate culture by
changing the top management team.
These four levels at which change can take place are obviously interdependent, it is
often impossible to change one without changing another. Suppose an organization
invests resources and recruits a team of scientists who are experts in a new technology
– for example, biotechnology. If successful, this human resource change will lead to the
emergence of a new functional resource and a new technological capability. Top
management will be forced to revaluate its organizational structure and the way it
integrates and coordinates its other functions, to ensure that they support its new
functional resources. Effectively utilizing the new resources may require a move to a
product team structure. It may even require downsizing and the elimination of functions
that are no longer central to the organization’s mission.

OBJECTIVE-

1. To analysis effective change process in an organisation.

2. To analysis the factor that influence a company to choose an
effective change process.
3. To study the opinion about the change process in an
organisation.
REVIEW OF LITERATURE

. A.J. BAKER (1979) the general aim is to represent managerial thinking on

strategy choice in a context other than steady-state growth. The model has the
following features: (i) Strategy choice is defined as the adoption of rules governing
investment choice; (ii) given its strategy, management sees growth in terms of a
probability distribution of growth-paths of expected dividend; (iii) management’s
valuation model closely matches its probabilistic view of growth prospects; (iv) the
managerial utility function has an extended horizon. Discussion of strategy choice
yields no general presumption that management senses a conflict between its own
preference and its commonsense interpretation of investors' preferences. Keith
Alexander (1992) is the first in a series of articles and introduces the key facilities
management skills necessary for achieving the business objectives of the new,
changing organization. The level at which these skills are employed by organizations
will determine the future shape of the profession. Roger Stubbs (1994) Extract
from the report made by Sundridge Park Management Centre and MORI, in making
the 1993 British Quality of Management Awards. Looks at management capabilities
and questions whether UK managers provide the leadership and competence
necessary in today's competitive climate. The training directors were then queried on
the degree of difficulty experienced in executing each of the problem-solving process
steps. Evaluating the solution and final evaluation were shown to be the significantly
most difficult steps to execute, and forming a team and identifying the problem were
shown to be the least difficult steps; but the level of difficulty was not found to be
related to the training technique used. John S. Rogers, Phillip A. Farrington, Bernard
J. Schreyer, Randall G. Hubbard(1994) Presents a description of an automated
manufacturing process planning (AMPP) system developed by the US Army Missile
Command (MICOM) at Redstone Arsenal, Alabama, that integrates computer aided design,
computer aided process planning and computer aided manufacturing systems. The AMPP
system automatically generates process plans and numerical control code to fabricate turned
cylindrical parts. The AMPP system is available for demonstration at the AIDT Alabama
Center for Advanced Technology Transfer (ACATT) in Huntsville K.T. Lee, Alaine K.
Sommerville (1996) presents a case study of quality management approaches in a
specialist higher education college. Provides the background to this situation and
discusses how and why changes have been implemented. In particular, gives details
of the new college philosophy and how it was derived. Hence, comments on the
value of the kaizen approach at this institution Cynthia S. McCahon, Margaret
J. Rys, Kenneth H. Ward (1996) A questionnaire surveying the type of training
technique used (lecture, workshop, videotape, role playing, self tutorial (workbook)
and self-tutorial (computer)) for each of the seven steps in the quality improvement
problem-solving process was sent to 180 training directors in firms stating their
participation in a quality improvement strategy. K.B. Chuah (2001) in recent
years, three key topics under the big umbrella of business process improvement
(BPI) has been continuous process improvement (CPI), business process
reengineering (BPR), and business process benchmarking (BPB). Each has received
much attention and has been supported by a considerable amount of literature and
empirical research and findings from business consultants and academics. Within
the manufacturing domain, these three topics have been accepted by many
manufacturing process analysts striving to improve productivity and efficiency of
companies. However, organization structures in manufacturing enterprises are
complex and involve many different processes. Their needs may be quite different.
One process may require an incremental improvement in critical areas or technology
updating in its existing operation while others may need a total enterprise-wide
process revamp. In other words, CPI, BPR, and BPB’s usefulness and applicability
may not be universal; one or a combination of the two or three may be more
appropriate, depending on the process, organization and its environment. An
improvement framework which incorporates the characteristics of the three
approaches has been developed. This paper describes the methodology, SUPER,
and its use in a real case study.

INTRODUCTION OF HCL

HCL Technologies is a global IT Services company headquartered in

Noida, a suburb of Delhi, India led by Mr. Vineet Nayar, HCL
Technologies, along with its subsidiaries, had consolidated revenues of
US$ 5 billion, as of 2010, and employed more than 60,000 workers. HCL
offers services including software-led IT solutions, remote infrastructure
management, Engineering and R&D Services and BPO. The company
provides services across industries including Financial Services, Retail &
Consumer, Life Sciences & Healthcare, Aerospace & Defence,
Automotive, Telecom and Media, Publishing and Entertainment,
amongst others. HCL’s key services include:

• Custom Application Services

• Enterprise Application Services
• Enterprise Transformation Services
• Engineering and R&D Services
• Infrastructure Management
• Business Processing Outsourcing

THERE ARE DIFFIRENT TYPE OF CHANGE FOLLOWED BY HCL COMPANY

1. MOTIVATING CHANGE
Organizational change involves moving from the known to the unknown. Because
the future is uncertain and may adversely affect people's competencies, worth, and
coping abilities, organization members generally do not support change unless
compelling reasons convince them to do so. This requires attention to two related
tasks: creating readiness for change and overcoming resistance to change.

2. Creating Readiness for Change

one of the more fundamental axioms of OD is that people's readiness for change
depends on creating a felt need for change. This involves making people so
dissatisfied with the status quo that they are motivated to try new work processes,
technologies, or ways of behaving. The following three methods can help generate
sufficient dissatisfaction to produce change

1. Sensitize organizations to pressures for change.

2. Reveal discrepancies between current and desired states.
3. Convey credible positive expectations for the change.

3. Overcoming Resistance to Change

At the organization level, resistance to change can come from three sources.
Technical resistance comes from the habit of following common procedures and the
consideration of sunk costs invested in the status quo. Political resistance can arise
when organizational changes threaten powerful stakeholders, such as top executive
or staff personnel, or call into question the past decisions of leaders. Finally, culture
resistance takes the form of systems and procedures that reinforce the status quo,
promoting conformity to existing values, norms, and assumptions about how things
should operate.

CREATING A VISION-

The second activity in leading and managing change involves creating a vision of
what members want the organization to look like or become. Generally, a vision
describes the core values and purpose that guide the organization as well as an
envisioned future toward which change is directed. It provides a valued direction for
designing, implementing, and assessing organizational changes. The vision also can
energize commitment to change by providing members with a common goal and a
compelling rationale for why change is necessary and worth the effort.

Research by Collins and Pores suggests that compelling visions are composed of
two parts: (1) a relatively stable core ideology that describes the organization's core
values and purpose, and (2) an envisioned future with bold goals and a vivid
description of the desired future state that reflects the specific change under
consideration.

DEVELOPING POLITICAL SUPPORT-

Managing the political dynamics of change includes the following activities:
- Assessing Change Agent Power
- Identifying Key Stakeholders
- Influencing Stakeholders
 MANAGING THE TRANSITION-
Implementing organizational change involves moving from the existing organization
state to the desired future state. There are three major activities and structure to
facilitate organizational transition: activity planning, commitment planning, and
change-management structures.

Activity planning

This involves making a road map for change, citing specific activities and events that
must occur if the transition is to be successful. Activity planning should clearly
identify, temporally orient, and integrate discrete change tasks and should link these
tasks to the organization's change goals and priorities.

Commitment planning

this activity involves identifying key people and groups whose commitment is needed
for change to occur and formulating a strategy for gaining their support.

Change-Management Structures
because organizational transitions tend to be ambiguous and to need direction,
special structures for managing the change process need to be created. These
management structures should include people who have the power to mobilize
resources to promote change, the respect of the existing leadership and change
advocates, and the interpersonal and political skills to guide the change process.

SUSTAINING MOMENTUM-
The following five activities can help to sustain momentum for carrying change
through to completion: providing resources for change, building a support system for
change agents, developing new competencies and skills, reinforcing new
behaviours, and staying the course.

Change management process

The change management process is the sequence of steps or activities

that a change management team or project leader would follow to apply
change management to a project or change. Based on Prosci's research
of the most effective and commonly applied change, most change
management processes contain the following three phases:

Phase 1 - Preparing for change (Preparation, assessment and strategy

development)
Phase 2 - Managing change (Detailed planning and change
management implementation)

Phase 3 - Reinforcing change (Data gathering, corrective action and

recognition)

These phases result in the following approach as shown below

Change Management Process

Stages of Process Change

The three stages of effecting process change are reimplementation, implementation
and post implementation.

Pre-implementation Stage
This stage can be summarized into three parts:

1. Conception of change idea—this stage is where the need for process

change is realized. The need for change may be due to an inadequacy in the present
system; the need to reduce cost; the desire to improve service delivery, succeed
against competition or enhance technology (proactive change); or the need to
comply with governmental or regulatory directives (reactive/compliance change).

2. Evaluation of the idea—Alternatives are identified and evaluated against

predetermined criteria in this phase. The alternatives’ benefits and costs (inadequacies) are
identified. Except where it is a forced change, the proposed new process must offer higher
net benefits than the existing process.
Management's eventual approval to introduce the process change
At each of the sub stages, especially the points at which the change idea was
evaluated and approved, possible resistance by users and beneficiaries of the
existing processes must be identified. The extent and forms of the resistance must
be diagnosed.

At the reimplementation stage, three main options are available to manage

envisaged resistance to proposed process change:

1. Ignore the resistance and carry on with the process change

program. The decision to ignore the resistance should be made only if the impacts of the
resistance are insignificant and/or the cost of prevention or putting up with a counter-
resistance effort is excessively high when compared with the benefits.

2. End the resistance by preventing it. To be able to do this effectively, the

extent and forms of the envisaged resistance to the change process must be
ascertained with as much precision as possible prior to implementation. It is pertinent
to note here that resistance would surface at the reimplementation stage, especially
at the point of evaluating the change idea. Constructive resistance should be
welcomed at all stages, especially prior to the process change’s final approval. This
type of resistance enhances the change’s quality and acceptability when addressed
to the satisfaction of all parties. It is assumed that all forms of resistance and
criticisms at this stage are constructive, as every party to decision making seeks the
best for the organization. This second option is viable only if the benefits of
preventing the resistance are greater than the costs.

1. Implement crisis management. This is a counter-resistance option, which

means the resistance to process change cannot be prevented from happening, but
the effects are so significant that they cannot be ignored. The counter resistance
efforts are to eliminate the negative impacts of the resistance or reduce them to a
level that is tolerable or insignificant. The resistance must be anticipated prior to the
approval stage to enable the implementation of effective and efficient counter-
resistance efforts.

Before the change process begins, management should anticipate possible

resistance to the change programs, when and why the resistance would occur, the
source, and impact of the resistance. This enables management to identify the
avoidable and unavoidable resistance and the affordable and unaffordable
resistance. Depending on the outcome of management's analysis, decisions as to
whether the process change is a worthy course can be made.

It is important to remember that effective process change may be hindered by factors

other than human resistance, especially at the point of implementation. For example,
the proposed process might be incompatible with business and procedural realities.
If for any reason management is made to accept and approve a process change and
the new system or process is later found to be incompatible with realities, it would be
disastrous for management to fold its hands and watch the situation helplessly.
Management's adoption of a process change that is totally incompatible with the
existing realities is a big blunder, regardless of the circumstances surrounding the
decision. For effective change management, it is necessary to determine the extent
of incompatibility with the reality and the extent to which the new system can be
adopted to achieve the predetermined process change objectives in line with the
overall organizational objectives. It is always advisable that change management
experts who are independent of the organizations and the process change
consultants be invited at the evaluation stage to assess, among other things, the
suitability and compatibility of the proposed process.

Service disruption is another critical problem that requires change management in

the event of process change. In service delivery, turnaround time is one of the
important criteria of measuring service quality. Process change in a service industry
could arise from the need to improve turnaround time and/or minimize delivery costs.
The last thing management would want is service disruption in the system, especially
where customers would be directly affected. Service disruption germinates poor
service quality.

Can service disruption be avoided entirely in a process change? Yes, but in most
cases it can only be minimized. For instance, it would be almost impossible to avoid
service disruption, no matter how small, in a bank that is automating its entire
processes. In this situation, change management becomes inevitable.

One change management option would be for staff members and customers who
would be involved in the service delivery and/or who would suffer from the service
disruption as a result of the process change to be carried along before the
implementation stage. This would ensure their cooperation while also preventing or
reducing possible resistance from the customers.

Another method to manage service disruption to customers during process change is

to increase the number of service points during the transition. This would ensure that
customers waiting for service are not delayed unnecessarily.

Implementation Stage

This is the stage at which the process change is implemented. It is unlikely that
implementation of the decisions made at the reimplementation stage would be done
without any problems. Proponents of change process, vendors and process change
consultants may not be able to envisage all the likely problems that will be faced
during the implementation stage or may, for whatever reason, not want to disclose
them until management has committed to the exercise.

Many process change projects have been abandoned mid implementation after huge
funds and management time have been committed. It is a pity that some of the
organizations with this kind of regrettable experience have either not recovered fully
from the wasted investment or have ceased to exist. For instance, efforts to
automate the operations of various federal and state governments’ ministries and
agencies in Nigeria are far from being realized in spite of the huge amounts of
money and time that have been committed to these tasks over time. Many of the
projects have been abandoned and there is hardly any government ministry in
Nigeria that is fully automated. Another example is the national identity card program
embarked upon by the Nigerian government more than two decades ago. The
change was resisted but the government went ahead with it. However, from all
indications the project has been abandoned and all economic, financial and other
resources committed have been wasted.

The pre implementation stage is a foundation for the implementation stage. Faulty
pre implementation programs often culminate in serious problems that truncate the
process change at the implementation stage. It is necessary for management to set
up a standing committee to be proactive in identifying problems and resistance
during the implementation and finding solutions immediately. When it cannot prevent
problems and resistance, it should at least find effective solutions. The standing
committee should be composed of all departments affected by the process change
and should meet on a regular basis and when the need arises to discuss problems
and solutions.

All stakeholders (internal and external) in the system should be carried along as the
implementation progresses for better understanding and cooperation. They should
be appreciated for their patience and understanding.

Post implementation Stage

The post implementation stage is basically concerned with ensuring that the process
change achieves the predetermined objectives and that post implementation stage
problems are identified and sorted out quickly. One does not expect opposition to the
process change to be as fierce in this stage as it might be at the pre implementation
and implementation stages. If problems do arise, it will most likely be due to:

Lack of or inadequate training to enable users of the new process

to make maximum use of the new process—most people are reluctant to
learn new ways, especially where time and deep concentration are required. For
instance, people who are familiar with a particular application are more likely to find
reasons to condemn the new application.
Management should ensure that all staff members affected by the process change
undertake necessary training at all stages of the process change implementation.
Staff and other stakeholders should also be given the feeling of importance (because
they are) in the successful implementation of the process change.

According to a change formula developed by Richard Beck hard and David Glacier,
which is sometimes referred to as Glacier’s Formula, the combination (product) of
organizational dissatisfaction; vision for the future; and the possibility of immediate,
tactical action must be stronger than the resistance within the organization for
meaningful change to occur. Exactly how effective the formula is has yet to be
determined. No organization has come out to declare the adoption of the formula and
attribute the success of the process change to it (the formula). The ingredients of the
model tried to address the past experience, future expectations and current actions
against resistance but one thing is certain: there is no hard-and-fast rule to
implementing change programs. As the changes differ, so do the methods and
approaches, but a combination of determination, careful planning and commitment
among all the stakeholders will always produce good results

Conclusion

Change can be costly, financially and otherwise, but it can also be very
rewarding if it is carefully thought out and implemented. Since a great
deal of financial and human resources are required to effect some
process changes, quality plans are required to ensure that the new
process is implemented, clogs in the wheels are promptly identified and
feasible solutions are derived. It is the responsibility of top management
to ensure a successful process change.

To maximize success, management must be well equipped to manage

the environment (employees, customers, suppliers, competitors and
other stakeholders) affected directly or indirectly by the process change.

BIBLIOGRAPHY

www.emerald.com

www.proquest.com

www.google.com

www.hrmguide.net

www.hrms-online.coms