HCL was an India based organization that was beginning to be overrun by competitors. As a result a new leader, Mr. Nayar, was elected as president. His mission was to regain its competitiveness by instituting an internal strategy that placed employee’s first and customers second. The following essay will discuss the strengths and weaknesses in Mr. Nayar’s people alignment strategy in relationship to the company’s needs, as well as, if it would be appropriate in all international areas and potential cultural issues that may arise. People alignment is the actions taken to match the skills and behaviors of employees within the firm with the overall business strategy (Spector, 2013, p. 101). Mr. Nayar had several strengths in his approach. To
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He was training and developing employees to unleash bottom line results in their own personal, unique way (Spector, 2013, p. 120). Next, Mr. Nayar published on the firm’s website, the results of the 360 degree performance evaluations for senior and middle management. This was a strength as it afforded the organization the opportunity to develop their training program, as well as, promote, reward, support, and provide the opportunity to use the new behaviors (Spector, 2013, p. 104). Moreover, if followed along the strategy of being transparent and accountability in the organization. In fact, the employees received hands on training by being rotated through different departments so that they would gain better insight into the tactical and strategic elements. As a result of this training, they would be more accountable to the success. It is noted that fostering a learning environment in this fashion would prevent training fade out. This is defined as the failure of learned behaviors to be transferred to on the job experience as time elapses …show more content…
Nayar’s people alignment strategy. The strengths included inverting the organizational pyramid to promote creativity and innovation to better meet the customer’s needs, utilized the results of the 260 feedback to develop and train employees with hands on experiences, and built trust by changing pay structures. The essay also revised some implementation challenges such as resistance to change, no more congruence with person-organization fit, change time is lengthy, and the need for change was not described to the employees. The essay concluded with a discussion as to why the people alignment strategy would not be consistent in all international backgrounds. This is due to cultural differences, as well as, values that are present in each particular country. Each country, unit or organization has its own unique circumstances, hence, what works in one segment, may not necessarily work in the
He was training and developing employees to unleash bottom line results in their own personal, unique way (Spector, 2013, p. 120). Next, Mr. Nayar published on the firm’s website, the results of the 360 degree performance evaluations for senior and middle management. This was a strength as it afforded the organization the opportunity to develop their training program, as well as, promote, reward, support, and provide the opportunity to use the new behaviors (Spector, 2013, p. 104). Moreover, if followed along the strategy of being transparent and accountability in the organization. In fact, the employees received hands on training by being rotated through different departments so that they would gain better insight into the tactical and strategic elements. As a result of this training, they would be more accountable to the success. It is noted that fostering a learning environment in this fashion would prevent training fade out. This is defined as the failure of learned behaviors to be transferred to on the job experience as time elapses …show more content…
Nayar’s people alignment strategy. The strengths included inverting the organizational pyramid to promote creativity and innovation to better meet the customer’s needs, utilized the results of the 260 feedback to develop and train employees with hands on experiences, and built trust by changing pay structures. The essay also revised some implementation challenges such as resistance to change, no more congruence with person-organization fit, change time is lengthy, and the need for change was not described to the employees. The essay concluded with a discussion as to why the people alignment strategy would not be consistent in all international backgrounds. This is due to cultural differences, as well as, values that are present in each particular country. Each country, unit or organization has its own unique circumstances, hence, what works in one segment, may not necessarily work in the