Leena Brian (26), recently joined a manufacturing company in Mumbai as manager, but the company was acquired soon after. Everything was in sixes and sevens during the transition. In the face of uncertainty, her boss made four of her colleagues quit. Brian met the managing director of the newly-formed entity to share her concerns. In the next two weeks, several open houses were conducted, leaders were empowered to take quick calls on problems, and the company averted a crisis. Shreya Biswas lists a few things corporations must keep in mind in such a situation.
Empower People
Every level of leadership should empower the next level of people below it. Provide them space in their area of responsibility. Encourage innovation, reward and recognise them. It has to be built into the culture over a period of time. At Titan Industries, for instance, it’s a routine exercise. It recently held the annual ‘Titan Interweave’, where 25 teams presented brandrelated innovations, and the Titan Innovation Bazar, where 120 teams took part and showcased their ideas. “Encouraging people to go beyond the call of their duty and recognising their efforts builds an organisation, which can respond to adversity with the ease with which it does in times of stability,” says S Ramadoss, VP, HR and administration.
Provide Opportunities
Employees respond to change best when they see their own career growth associated with the company’s transformation. Providing the right opportunities and cross-functional responsibilities prepares them for such scenarios. A robust internal mobility policy also makes employees feel secure and they know the company would always prefer its own people for any task than an outsider.
Let them Decide
Instead of creating a hierarchical organisation, insist on giving people a clear line of authority and empower them to take swift decisions. “People shouldn’t be penalised for every risk or decision they take, else they will only stick to the routine and not face challenges when required,” says K Sudarshan, managing partner, EMA Partners International.
Engage With Stakeholders
Every time an organisation goes through a transformation, the level of engagement with stakeholders plays a crucial role in deciding the success of that change. “They will know where the company stands and will respond positively to change, says Shalini Sarin, director, HR, Schneider Electric, India.
Feed Change
Transitions to new processes, structure or even technology should be part of an organisation’s DNA. It should be fed in at regular intervals so the resources become a great support in times of crisis. “Drive company programmes like Six Sigma or move to a new technology like campaigns. This will build agility amongst people and any unforeseen events will not be a shock to them. They will adapt to it slowly,” says Sarin.
Empower People
Every level of leadership should empower the next level of people below it. Provide them space in their area of responsibility. Encourage innovation, reward and recognise them. It has to be built into the culture over a period of time. At Titan Industries, for instance, it’s a routine exercise. It recently held the annual ‘Titan Interweave’, where 25 teams presented brandrelated innovations, and the Titan Innovation Bazar, where 120 teams took part and showcased their ideas. “Encouraging people to go beyond the call of their duty and recognising their efforts builds an organisation, which can respond to adversity with the ease with which it does in times of stability,” says S Ramadoss, VP, HR and administration.
Provide Opportunities
Employees respond to change best when they see their own career growth associated with the company’s transformation. Providing the right opportunities and cross-functional responsibilities prepares them for such scenarios. A robust internal mobility policy also makes employees feel secure and they know the company would always prefer its own people for any task than an outsider.
Let them Decide
Instead of creating a hierarchical organisation, insist on giving people a clear line of authority and empower them to take swift decisions. “People shouldn’t be penalised for every risk or decision they take, else they will only stick to the routine and not face challenges when required,” says K Sudarshan, managing partner, EMA Partners International.
Engage With Stakeholders
Every time an organisation goes through a transformation, the level of engagement with stakeholders plays a crucial role in deciding the success of that change. “They will know where the company stands and will respond positively to change, says Shalini Sarin, director, HR, Schneider Electric, India.
Feed Change
Transitions to new processes, structure or even technology should be part of an organisation’s DNA. It should be fed in at regular intervals so the resources become a great support in times of crisis. “Drive company programmes like Six Sigma or move to a new technology like campaigns. This will build agility amongst people and any unforeseen events will not be a shock to them. They will adapt to it slowly,” says Sarin.
(The Economic Times, Mumbai 12-07-2011)
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