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1、,Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce February 18, 2008,NASSCOM India Leadership Forum 2008,Business Events have Huge Change Management Implications,Post Merger Alignment Combines two legacy organizations to realize synergies,Inn
2、ovation & Growth Focuses on generating new ideas and products,Outsourcing Transitions services and transactions to external providers,Global Expansion Sources new markets or talent for top-line growth or for cost arbitrage,Change in Ownership Alters ownership, priorities of operations and deliverabl
3、es,Technology Implementation Realigns application portfolios, automates transactions,Cost Optimization Reduces costs and associated resources,Restructuring Realign units for better performance &quality,Transactions,Transformation & Expansion,Commitment: Do we have leadership commitment and stakehold
4、er support?,Consequence: Are we measuring and rewarding desired behavior?,Communication : How, what and when should we communicate?,Capability: Do we have the resources and capabilities to achieve this?,Culture/ Org.: What cultural nuances should we take into account?,Change Challenges Clients Typic
5、ally Face during Transformation,Managing Change,Change is Events Situational Outcome-oriented Relatively Quick,Transition is Experiences Psychological Process-based Gradual & Slow,The Human Dynamic in Change,Organization Momentum,Time,“Change is exciting” “Our company is taking a bold step”,Fear/unc
6、ertainty,“What does this mean for me?” “What are my priorities now?”,Paralysis,“I cant act with all this uncertainty” “My highest priority is to stay on top of the integration news”,Adaptation,“Train is leaving, I better get on” “Its hard, but we can do it”,Commitment,“It is the right thing to do” “
7、 We will succeed”,Departure,“This is not something I want to be part of”,“Ill do what is necessary to survive”,Withdrawal,Early euphoria,Engaging Employees Across Diverse Geographies,National Culture,Organizational Culture,Values,Practices,Family,Work,School,8,Engaging Employees in Transition,Defini
8、tion of Engagement,How much I like things here.,How much I want to and actually do improve our business results.,Engagement,Satisfaction,How much I want to be here.,Commitment,Three key behaviors that indicate strong engagement,Say!, Stay!, Strive!,Engagement is a state of emotional and intellectual
9、 engagement,Integration of Internal & External Brand,Best employer branding then is a way to brand your entire annual investment in people in order to get employees moving in the same direction toward some greater outcome than the sum of the silos.,The promise statement that appears in your external
10、 marketing (To Customers),Brand promise that aligns and compliments the external promise (To Employees),The key thing helping employees see the connection between the promise for them and the promise for customers that they are charged with delivering,What do you want of me?,Whats in it for me?,Sout
11、hwest Airlines Case,Southwest Airlines is known for its unique business culture and outstanding performance for a length of time.,Profit in 2001: US$ 511 million (profitable for 29 consecutive years) Fewest customer complaints (2000, 2001) Employees: 34,000 Highest load factor* in industry (70.5%, 2000) High retention rate (93% in 2000, 96% in 2001) Employer of choice by Fortune (97 01),*Percentage of paying customers over available seats,SWAs Employer Brand,To Employees,To Customers,The Glue,Icons used in HR practices,Logos,SWAs Employer Brand: Consistent Visual Identity,