Excerpts from the discussion:

Mr. B R Umashankar, Head HR- Moderator, Rober Bosch

He was the moderator for the panel. He began by giving an introduction of Organizational Change and the way it affects the human resources domain in every industry. He gave a brief presentation about the changes that his company has adopted in the past few years and shared his views and experiences.

Mr Shankar talked about the challenges that the industry faces like Global Outsourcing Agreements, Digitisation, Sell Quality Assurance and how to implement them. He also spoke about effective planning and communication modes that have to be adopted for bringing the change in the overall management practice. According to him, managers should be cautious enough to set the expectations in line with the capacity and capability of organization.

Mr Shankar concluded by saying that the element of trust between organization and employees needs to be considered as paramount under any circumstances. If ignored, it turns into an irreparable damage which costs a lot to the organization in terms of employee engagement.

Mr. Ajit Thakur, Head HR and Admin, Hyundai

Mr. Ajit started by praising the strategic examples and experiences of previous guests. He highlighted how important and critical it is to even bring about small changes in an organisation and hence, big change management is even more critical. It effects employee morale and motivation. It is the employees who bring about the change. The good approach in such a scenario is to communicate. Sometimes it is required to communicate in informal groups and see the reactions while in some situations it is a good practice to communicate in formal groups and see the reactions and responses. These responses should be the base for implementing the change in the organisation.

It is all about including the employees in decision making and make them feel that the organisation runs by the employees and that they matter the most to the organisation. Change brought about in such a way is more lasting. He said that common consensus from all the stakeholders is imperative in bringing in change management.

Mr. Asit Mohapatra, Head HR, Future Supply Chain

He said that in this WUCA world adaptability quotient among B-school students is much more than it ever was. Cultures are different and adaptability is much more important in today’s scenario. He said that change management is about setting goals, communicating to people and making them realise and believe in those goals. He emphasised that change management involves speed. Nothing can be procrastinated due to lack of speed in processes. Generation gap should not hamper pace.

Other important aspects in change management process are planning, awareness, understanding and buy-in for the employees and other stakeholders. Also, over-communication is very important. The stakeholders might get confused if communication goes down in subsequent times. Powerful ways of communicating are through workshops, newsletters, screen savers, town hall meetings, and success stories through mails. Things should be broken up into tasks and then worked upon as this w brings greater and lasting change.

He further said that accepting suggestions of employees on a regular basis keeps the change processes going. Genuine brainstorming involving the employees as well plays a great role in change management process. He said that employees are the internal customers of an organisation. They shouldn’t be taken for granted in a change management process.”

Col P.S. James, Area Chair – HR, TAPMI

Professor James began by saying that “Organizational Change Management” must be adopted gradually in an organization. He believes that organizations must bring this change by first prioritising on leadership, which is the most influential factor in every respect. If an organization has a capable leader, then employees would follow and consider the change required.

According to him, leadership must trickle down till the bottom of a company which will effectively change the dynamics. The desired change can be effectively brought in if employees in junior position are given a chance to develop leadership skills by providing them a chance to take an initiative at the first place. He concluded by saying that the senior management must focus on developing leaders and the rest of the aspects will fall in place.