Dear Esteemed Members,
Can anybody please suggest how to develop and implement strong HR policies and processes where their organization does not have a structured hierarchy and the old employees are resistant to any changes?
From India, Patna
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Can anybody please suggest how to develop and implement strong HR policies and processes where their organization does not have a structured hierarchy and the old employees are resistant to any changes?
From India, Patna
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The short answer is - with great difficulty.
If management has been slack at implementing policies and processes for so long, then you face an uphill battle.
The simple fact of this is that if management is expecting you to develop and implement a policy without backing you to the hilt, you are doomed to failure.
Management has to meet with all the staff and tell them that things are going to change. But they also have to tell the staff WHY things are going to change and how that will benefit the staff. Staff will resist any change when they are not told the reasons, and more importantly, what's in it for them.
You are a long, long way off developing and implementing policies. Your first actions are to prepare the ground and get the staff onside. This is going to take a lot of consultation and discussions to change the mindset of the staff.
From Australia, Melbourne
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701If management has been slack at implementing policies and processes for so long, then you face an uphill battle.
The simple fact of this is that if management is expecting you to develop and implement a policy without backing you to the hilt, you are doomed to failure.
Management has to meet with all the staff and tell them that things are going to change. But they also have to tell the staff WHY things are going to change and how that will benefit the staff. Staff will resist any change when they are not told the reasons, and more importantly, what's in it for them.
You are a long, long way off developing and implementing policies. Your first actions are to prepare the ground and get the staff onside. This is going to take a lot of consultation and discussions to change the mindset of the staff.
From Australia, Melbourne
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John is correct in his reply.
The question you have not answered (or bothered to clarify in your post) is whether it is something you want to do or something the management has asked you to do.
If the management has asked you to do it, then I suggest you explain to them why a hierarchy is important and how reporting/delegation works. You can always develop HR policies, but implementing them is the task of the management. The next question is, do you have the authority?
From India, Mumbai
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The question you have not answered (or bothered to clarify in your post) is whether it is something you want to do or something the management has asked you to do.
If the management has asked you to do it, then I suggest you explain to them why a hierarchy is important and how reporting/delegation works. You can always develop HR policies, but implementing them is the task of the management. The next question is, do you have the authority?
From India, Mumbai
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For a very small organization, where everybody knows everything about everybody else (employee strength of less than 20), there may not exist a formal hierarchy and reporting relationship. As the organization grows, there has to be a structure, reporting relationships, and formal HR systems. With the passage of time, it becomes humanly impossible to keep up with all aspects of managing HR informally.
So, as an organization, you need to develop HR policies and SOPs. There is a lot of material available regarding this on the internet. Based on that, you can design your policies and processes.
Regarding the resistance of the elders, it is to be expected. People are always comfortable doing the very same things in the same manner, so any change from that will be looked down upon. Nothing unusual in that. To overcome it, you need to sell the changes you intend to this group, convince them of its utility, ease of operation, and other advantages.
From India, Mumbai
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So, as an organization, you need to develop HR policies and SOPs. There is a lot of material available regarding this on the internet. Based on that, you can design your policies and processes.
Regarding the resistance of the elders, it is to be expected. People are always comfortable doing the very same things in the same manner, so any change from that will be looked down upon. Nothing unusual in that. To overcome it, you need to sell the changes you intend to this group, convince them of its utility, ease of operation, and other advantages.
From India, Mumbai
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It's easy to develop policies, but implementation is the problem. The management of the company should create an environment where information can be gathered, shared, and analyzed for the implementation of new policies, etc. This requires a lot of time and energy, along with many changes in the existing system. Everything rests on management decisions and the positive aspects of policies.
From India, Vadodara
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From India, Vadodara
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My suggestion would be, pose the need for implementing HR policies, as a requirement / need of the hour, before the so called “old employees who are rigid to any changes” and keep involve them from drafting (policy drafting) to implementation stage. In this process keep the top management involvement is most important.
From India, Madras
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From India, Madras
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Chapter XVI - Organizational Conflict, Politics, and Change.ppt
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