While recruiting during a turnaround, HR should be
honest and transparent with the candidates on the key concerns within
the organisation and what exactly the company is expecting from them. It
has been noticed that, if handled well, the organisation can find
appropriate people who find handling turnaround situations a great
challenge and satisfying as a career opportunity. They can truly help
organisations deliver.
Q. How can the HR best respond to the change in management during a turnaround as
also when there is an external agency/person involved to
set the mathematics right?
A. As there is no established rapport and trust that people have with the new management, HR can act as a bridge between the employees and the new management. Therefore, the responsibility of the department increases manifold.
Ensuring alignment between the new management and the business and people needs is the key to success and HR is best poised to deliver on this front.
Q. Please share with us a turnaround that has inspired you.
A. It was a situation when we had to turn around a company through a management change.
The new team had been hired, the top existing team had to be fired. The challenge was to ensure no unplanned people exit and integration of the team in the shortest time possible to ensure business transformation. The first part of the exercise was completed in a day. The jolt was absorbed and reduced through continuous daily communication over a fortnight, independently with the old and new teams and jointly with them. We ensured the induction and orientation of the new management and the team were handled by existing business teams and the HR department. After two months of the change, we conducted a trust building intervention with an external faculty. The communication on any people issue continued for six months, with lesser frequency with the time lapse.
We did not have a single loss of client or a team member. The market share of the business improved dramatically within a year. The business works as a one-unit cohesive team. Read more...
Q. How can the HR best respond to the change in management during a turnaround as
also when there is an external agency/person involved to
set the mathematics right?A. As there is no established rapport and trust that people have with the new management, HR can act as a bridge between the employees and the new management. Therefore, the responsibility of the department increases manifold.
Ensuring alignment between the new management and the business and people needs is the key to success and HR is best poised to deliver on this front.
Q. Please share with us a turnaround that has inspired you.
A. It was a situation when we had to turn around a company through a management change.
The new team had been hired, the top existing team had to be fired. The challenge was to ensure no unplanned people exit and integration of the team in the shortest time possible to ensure business transformation. The first part of the exercise was completed in a day. The jolt was absorbed and reduced through continuous daily communication over a fortnight, independently with the old and new teams and jointly with them. We ensured the induction and orientation of the new management and the team were handled by existing business teams and the HR department. After two months of the change, we conducted a trust building intervention with an external faculty. The communication on any people issue continued for six months, with lesser frequency with the time lapse.
We did not have a single loss of client or a team member. The market share of the business improved dramatically within a year. The business works as a one-unit cohesive team. Read more...
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