All about Business Process Reengineering
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Reward Management During Business Reengineering
priscilla mwangi, Manager, Kenya, Member
More often than not, Kenyan organizations in need of adapting to changes in the competitive business environment fail to satisfy the needs of the diverse groups of employees within the company. Many employees are exiting, new ones joining in and others face the dilemma of what to do in the wake of the change.
How can a company in the middle of BPR manage it's reward systems to satisfy all groups of employees while at the same time remaining competitive?
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Reward Management During BPR
Raj Mohan, Management Consultant, India, Member
BPR is a team effort. If the organization has built an effective team, then the reward would not be a problem. Diverse groups would think in terms of the long-term benefits of our re-engineering and come out with ideas of benefit sharing.
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Reward Management During BPR
CK Park, Business Consultant, United States, Member
I think ignoring human factors and just relying on team and leadership is a dangerous approach. Team work and leadership push everyone through the emotions but not a true commitment that will last. That is why it is important to communicate benefits to all stakeholders.
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Reward Management During Change
priscilla mwangi, Manager, Kenya, Member
I hear you Raj and CK. However, very few orgs regard the needs of the employee during the change process and in return they face high resistance to change... What's your take?
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Reward Management During Change
bhavya, Manager, India, Member
@Priscilla - resistance to change is natural. No one wants to change, at least on their own. So it makes sense to first communicate the exact change taking place, its cause and effect and the benefits to the employees. Companies doing BPR without taking their own employees in confidence will not only face resistance but also BPR may fail or be less useful.
Therefore management must have a:
a) proper communication and
b) good reward system
in place to ensure the proper implementation of BPR. Special (additional) rewards may be given to the ones implementing / using / supporting / following the BPR systems.
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Piloting the Change First
varun kumar singh, Consultant, India, Member
I agree to all with the suggestion mentioned here. My take on this topic is to:
1. first showcase the improvements and benefits by pilot implementation of any change.
2. Then encourage the employees on successful implementation of process by rewarding the employees for that. In my opinion it'll automatically work as a catalyst among all employees.
3. And then any organization can start full stream BPR implementation.
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