Hello Bilal,
All one can say--from the distance--is: ALL THE BEST & you can count on the members of CiteHR to give you the back-support to the best extent possible.
Coming to your PoA, you are right--one needs to GO IN STEPS in such situations, irrespective of the location/country. What you [or anyone in your situation or with your intent] will be against MORE PRIMARILY will be the complacency that is brought about by the comfort zones they have become used to & bringing about any change will always have resistance [unions, politics, etc come later].
It's something like--the doctor doesn't give you the full dose of medicine all at once. More than reviving the patient, it's likely to kill him faster. Hope you get the point.
Reg the focus areas you mentioned [Job Description, Accountability, KPIs, Performance Standards, etc], beginning from the top is more likely to succeed--as you planned. However, suggest ensure evolve the parameters of any attribute you want to focus on ALONG WITH the Min/Max limits AND the rewards/retributions--that way they would be able to see the benefits THEY would have--leading to faster agreement.
Reg you plan to focus on the Officers first followed later by the workers--in a way, it's a good approach. However, you MAY need to factor in the workers too in some of the policies/changes you plan to introduce--for the simple reason that the Officers invariably need to depend on the workers for whatever they need to achieve. Hence the sequence AND timing [which-one-first & which-one-later] of the changes you plan to take-up WILL BE VERY IMPORTANT, especially the initial ones. If the first ones fail to get acceptance for implementation, then the chances of you introducing the later ones become so much more tougher--hope you get the point.
All the Best.
Rgds,
TS
From India, Hyderabad
1637All one can say--from the distance--is: ALL THE BEST & you can count on the members of CiteHR to give you the back-support to the best extent possible.
Coming to your PoA, you are right--one needs to GO IN STEPS in such situations, irrespective of the location/country. What you [or anyone in your situation or with your intent] will be against MORE PRIMARILY will be the complacency that is brought about by the comfort zones they have become used to & bringing about any change will always have resistance [unions, politics, etc come later].
It's something like--the doctor doesn't give you the full dose of medicine all at once. More than reviving the patient, it's likely to kill him faster. Hope you get the point.
Reg the focus areas you mentioned [Job Description, Accountability, KPIs, Performance Standards, etc], beginning from the top is more likely to succeed--as you planned. However, suggest ensure evolve the parameters of any attribute you want to focus on ALONG WITH the Min/Max limits AND the rewards/retributions--that way they would be able to see the benefits THEY would have--leading to faster agreement.
Reg you plan to focus on the Officers first followed later by the workers--in a way, it's a good approach. However, you MAY need to factor in the workers too in some of the policies/changes you plan to introduce--for the simple reason that the Officers invariably need to depend on the workers for whatever they need to achieve. Hence the sequence AND timing [which-one-first & which-one-later] of the changes you plan to take-up WILL BE VERY IMPORTANT, especially the initial ones. If the first ones fail to get acceptance for implementation, then the chances of you introducing the later ones become so much more tougher--hope you get the point.
All the Best.
Rgds,
TS
From India, Hyderabad
Hi All
I dont know if its the same at your place, but here in Mtius, at times, the presence of the superior only, suffice for the work to be done more efficiently. What I mean is that I believe that only with the determination of Mr. Bilal, provided that he readily advertises his stand point, and his regular presence in all his departments is already a huge motivation for his people to work. Authoritative method also pays. So long as you are in the limits of labour laws, I dont think that unions also will interfere. Of course you should have a core team working in close collaboration with you and I believe that we still do have a lot of people who do have the will to make things happen. Make it happen Mr. Bilal !
I take this opportunity to wish all of you a Merry Christmas!
Rgds
Vikash
From Mauritius
I dont know if its the same at your place, but here in Mtius, at times, the presence of the superior only, suffice for the work to be done more efficiently. What I mean is that I believe that only with the determination of Mr. Bilal, provided that he readily advertises his stand point, and his regular presence in all his departments is already a huge motivation for his people to work. Authoritative method also pays. So long as you are in the limits of labour laws, I dont think that unions also will interfere. Of course you should have a core team working in close collaboration with you and I believe that we still do have a lot of people who do have the will to make things happen. Make it happen Mr. Bilal !
I take this opportunity to wish all of you a Merry Christmas!
Rgds
Vikash
From Mauritius
Hello Bilal, What sector/domain does your PSU operate in — like Telecom, Pharma, etc? Rgds, TS
From India, Hyderabad
From India, Hyderabad
Wow Bilal.....that reminds me of my own PSU stint [in NTPC] long back [before I got into the Private sector in a totally different domain], with focus in power grids & power generation.
Since my knowledge-base in this sector would, by now, be outdated, let me see if I can rope-in any of my old colleagues who still work there.
And to think of 'coincidences' it was just a 'hunch' that made me ask my query...!!!
Rgds,
TS
From India, Hyderabad
Since my knowledge-base in this sector would, by now, be outdated, let me see if I can rope-in any of my old colleagues who still work there.
And to think of 'coincidences' it was just a 'hunch' that made me ask my query...!!!
Rgds,
TS
From India, Hyderabad
Bilal, good to know that you are streamlining HR practices in Power Sector. I was associated with NDPL (Tata Power - Delhi) as Adviser HR for 4 years & could refine/ re-define their HR processes in conformity with their Business Excellence Model.
From India, Delhi
From India, Delhi
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