DIKSHA GUPTA

(170604070)
HUMAN RESOURCE INFORMATION SYSTEM
Assignment

Ques 1) Discuss your understanding about the concept of Change Management also
discuss how it is implemented within the organisation.
Change management is the process, tools and techniques to manage the people
side of change to achieve the required business outcome.
Change management incorporates the organizational tools that can be utilized to
help individuals make successful personal transitions resulting in the adoption and
realization of change.

Changes in its external and internal environment constantly affect every business’s
activities. These changes can happen either at individual levels or at the organizational
level. Furthermore, it affects employees as well as managers. It is also basic human
nature to resist changes, especially drastic ones.
Since an organization’s success depends on how well it adapts to change,
management of these situations is crucial. This is where change management comes
into play.
Preventing changes is not always possible as they are inevitable sometimes. However,
it is possible to plan for changes and overcome them. The management must always
strive to ensure changes happen smoothly. The organization and its members must not
find changes too drastic.
Every good manager must be able to anticipate predictable changes. Apart from that,
he should also be able to smoothly incorporate these changes into the organization.
This is basically the entire aim of change management.
Change is always inevitable; one can never completely prevent it. Managers can either
wait for changes to occur or they can anticipate them and act in advance. A good
manager will always do the latter.
This process generally requires a thorough understanding of factors that affect
changes. This is because external and internal factors are solely responsible for
effecting changes.
8 Steps to Implementing Change:
1. Management Support for Change:
Employees develop a comfort level when they see management supporting the
process.
It is critical that management shows support for changes and demonstrates that
support when communicating and interacting with staff.
There is nothing worse than sending a mixed message to employees. If you can’t
support the change 100%, don’t even think about making it. Employees will know it
and it will self-destruct.
2. Case for Change:
No one wants to change for change sake, so it is important to create a case for
change.
A case for change can come from different sources. It can be a result of data
collected on defect rates, customer satisfaction survey, employee satisfaction
survey, customer comment cards, business goals as a result of a strategic
planning session or budget pressures.
Using data is the best way to identify and justify areas that need to improve through
change initiatives.
3. Employee Involvement:
All change efforts should involve employees at some level.
Organizational change, whether large or small, needs to be explained and
communicated, specifically changes that affect how employees perform their jobs.
Whether it is changing a work process, improving customer satisfaction or finding
ways to reduce costs, employees have experiences that can benefit the change
planning and implementation process.
Since employees are typically closest to the process, it is important that they
understand the why behind a change and participate in creating the new process.
4. Communicating the Change:
Communicating change should be structured and systematic.
Employees are at the mercy of management to inform them of changes.
When there is poor communication and the rumour mill starts spreading rumours
about change, it can create resistance to the change.
Being proactive in communications can minimize resistance and make employees
feel like they are part of the process.
5. Implementation:
Once a change is planned, it is important to have good communication about the roll-
out and implementation of the change.
A timeline should be made for the implementation and changes should be made in
the order of its impact on the process and the employees who manage that process.
For instance, if your organization is upgrading its software program, employee
training should be done before the software is installed on their computers.
An effective timeline will allow for all new equipment, supplies or training to take
place before it is fully implemented.
Implementing without a logical order can create frustration for those responsible for
the work process.
6. Follow-up:
Whenever a change is made it is always good to follow-up after implementation and
assess how the change is working and if the change delivered the results that were
intended.
Sometimes changes exceed target expectations but there are occasions that
changes just don’t work as planned. When this is the case, management should
acknowledge that it didn’t work and make adjustments until the desired result is
achieved.
7. Removing Barriers:
Sometimes employees encounter barriers when implementing changes.
Barriers can be with other employees, other departments, inadequate training,
lacking equipment or supply needs.
Sometimes management also needs to deal with resistant or difficult employees.
It is management’s responsibility to ensure that employees can implement change
without obstacles and resistance.
It is unfortunate but there are times when employees simply can’t accept a change.
In these rare cases, employees simply need to move on in order to successfully
implement a needed change. These are difficult but necessary decisions.
8. Celebrate:
It is important to celebrate successes along the way as changes are
made. Celebrating the small changes and building momentum for bigger changes
are what makes employees want to participate in the process.
When employees understand why a change is made and are part of the process for
planning and implementing the change, it allows for a better chance for successful
implementation.
TECHNIQUES FOR MANAGING CHANGE EFFECTIVELY:
Managing change effectively requires moving the organization from its current state
to a future desired state at minimal cost to the organization. Key steps in that
process are:
1. Understanding the current state of the organization. This involves identifying
problems the company faces, assigning a level of importance to each one,
and assessing the kinds of changes needed to solve the problems.
2. Competently envisioning and laying out the desired future state of the
organization. This involves picturing the ideal situation for the company after
the change is implemented, conveying this vision clearly to everyone involved
in the change effort, and designing a means of transition to the new state. An
important part of the transition should be maintaining some sort of stability;
some things—such as the company's overall mission or key personnel—
should remain constant in the midst of turmoil to help reduce people's anxiety.
3. Implementing the change in an orderly manner. This involves managing the
transition effectively. It might be helpful to draw up a plan, allocate resources,
and appoint a key person to take charge of the change process. The
company's leaders should try to generate enthusiasm for the change by
sharing their goals and vision and acting as role models. In some cases, it
may be useful to try for small victories first in order to pave the way for later
successes.
Change is natural, of course. Proactive management of change to optimize future
adaptability is invariably a more creative way of dealing with the dynamisms of
industrial transformation than letting them happen willy-nilly. That process will
succeed better with the help of the company's human resources than without.

Ques 2) What do you understand by Training. Discuss the different type of training
also write the difference between Training and Development.
Training is a process in which the trainees get an opportunity to learn the key skills
which are required to do the job. Learning with earning is known as training. It helps
the employees to understand the complete job requirements.
Nowadays, many organisations organise a training program for the new recruits just
after their selection and induction, to let them know about the rules, policies and
procedures for directing their behaviour and attitude as per the organisational needs.
Training also helps the employees to change the conduct towards their superior,
subordinates and colleagues. It helps to groom them for their prospective jobs.
Types of Training:
1. Induction or Orientation Training: Introducing a new employee to the
organization’s environment comprising of a day to day functioning, products,
services, rules and regulations are termed as Induction or orientation training.
The purpose of such training is to reduce the nervousness of a new joinee, by
making him accustom to the working environment. It is also called as an
orientation training, which means giving a fair idea to the new employee
about, what he is supposed to do in the organization.
2. Job Training: This training is job specific and is given to the employee who
has to perform that job. Under this training, the information about the
machine, the process of production, methods to be used, the safety measures
to be undertaken, etc. are explained. Through this training, the employee
develops the confidence and the necessary skills that enables him to perform
his job effectively and efficiently.
3. Safety Training: The safety training is given to the employees so as to
minimize the number of accidents caused due to the handling of machines or
other equipment. Under this training, the employees are given the safety
instructions on the usage of machinery and the other dangerous devices.
4. Apprenticeship Training: Under this training, the worker earns while learning.
This training is generally given to the technical staff, craftsmen, plumber, etc.
who are required to work under the superior for a relatively longer period, until
he gains the expertise in that particular field.
5. Internship Training: Under this type, the educational or vocational institutes
have an arrangement with the industrial institutes to provide practical
knowledge to its students. Sometimes, the companies also offer the pre-
placement offers to the trainees on the basis of their performance during their
internship program.
6. Refresher Training or Retraining: As the name implies, the retraining or
refresher training is given to the old employees with the purpose of improving
their efficiencies. They are introduced to the new methods and technologies
that would result in the increased productivity and reduces the monotony in
their daily work.
7. Promotional Training: This training is given to the potential employees, who
can be promoted to the senior position in the organization. The promotional
training is given in advance so that employee gets accustomed to the new
roles and responsibilities and do not get nervous at the time of promotion.
8. Remedial Training: This training is given in order to overcome the
shortcomings in the behaviour and performance of old employees. Due to the
invention of technology, the employees may resist to accept the change and
cause a disturbance in the organization. Therefore, such training is given to
make them understand the importance of change and its necessity in the
operations of business. This training is generally given by the psychological
expert.
Thus, different kinds of training are imparted to the employees depending on their
job position and the skills required to perform a particular kind of a task.
Difference between Training and Development:

BASIS FOR
TRAINING DEVELOPMENT
COMPARISON

Meaning Training is a learning process in Development is an educational

which employees get an process which is concerned
opportunity to develop skill, with the overall growth of the
competency and knowledge as per employees.
the job requirement.

Term Short Term Long Term

Focus on Present Future

Orientation Job oriented Career oriented

Motivation Trainer Self

Objective To improve the work performances To prepare employees for

of the employees. future challenges.

Number of Many Only one

Individuals
BASIS FOR
TRAINING DEVELOPMENT
COMPARISON

Aim Specific job related Conceptual and general

knowledge