Q. How do HR priorities undergo a change to support the turnaround?
A. HR has to act as a facilitator, guide, mentor, communicator, strategist, path- breaker, and torchbearer. HR should play this role during the various facets of a turnaround plan, strategy and even at the execution stage of turnaround blueprint, including
implementation of the 3R turnaround strategy, retrenchment, repositioning and reorganisation.
A. HR has to act as a facilitator, guide, mentor, communicator, strategist, path- breaker, and torchbearer. HR should play this role during the various facets of a turnaround plan, strategy and even at the execution stage of turnaround blueprint, including
implementation of the 3R turnaround strategy, retrenchment, repositioning and reorganisation.Q. Is there a turnaround story that has inspired you? Please share with us.
A. The turnaround story that really inspires me even today is that of Indian Bank. This happened close to late 1990s, and it was undertaken in a well-planned and systematic manner. The result of the same is in front of us; Indian Bank continues to operate successfully as a nationalised bank with branches all over the country. Several case studies have been done and written over the turnaround of Indian Bank.
Q. What are the employee issues that are unique to the Indian corporate set up when an organisation undergoes this change?
A. Typical employee issues that may be unique to the Indian set-up are many. The first in this list is job stability, including retrenchment and repositioning. Other issues of importance are: changed culture, new management introduced, new leadership team, new processes and systems, financial stability, dislocation, career progression, re-engineered HR policies and processes, reorganisation and changed organisational design, talent management, and decision making to name some. Read more..
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A. Typical employee issues that may be unique to the Indian set-up are many. The first in this list is job stability, including retrenchment and repositioning. Other issues of importance are: changed culture, new management introduced, new leadership team, new processes and systems, financial stability, dislocation, career progression, re-engineered HR policies and processes, reorganisation and changed organisational design, talent management, and decision making to name some. Read more..
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
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