Harvard Case - Development Process at Society for Empowering Human Resource (SEHER)
"Development Process at Society for Empowering Human Resource (SEHER)" Harvard business case study is written by Anwar Khurshid, Abdul Karim Khan, Sara Alvi, Nayha Mansoor. It deals with the challenges in the field of Organizational Behavior. The case study is 21 page(s) long and it was first published on : Dec 1, 2015
At Fern Fort University, we recommend SEHER implement a comprehensive organizational development plan focused on building a strong, inclusive, and innovative culture that fosters employee engagement, empowers leadership, and drives sustainable growth. This plan will address key challenges related to SEHER's current development process, including:
- Lack of standardized processes: Establishing clear and documented processes for project management, communication, and decision-making will enhance efficiency and reduce ambiguity.
- Limited employee engagement: Implementing initiatives to foster employee engagement, such as regular feedback mechanisms, recognition programs, and opportunities for professional development, will boost morale and productivity.
- Inadequate leadership development: Providing targeted leadership development programs will equip SEHER's managers with the skills and knowledge necessary to effectively lead and inspire their teams.
- Limited diversity and inclusion: Implementing diversity and inclusion programs will create a more equitable and welcoming work environment, attracting and retaining a broader range of talent.
2. Background
This case study focuses on the Society for Empowering Human Resource (SEHER), a non-profit organization dedicated to empowering marginalized communities in India through skill development and job placement programs. SEHER faces several challenges related to its development process, including a lack of standardized processes, limited employee engagement, inadequate leadership development, and a lack of diversity and inclusion.
The main protagonists are:
- Dr. Sharma: The founder and CEO of SEHER, passionate about empowering marginalized communities but struggling to manage the organization's growth and development.
- Mr. Singh: The head of operations, responsible for overseeing the day-to-day activities of SEHER but lacking a clear vision for the future.
- Ms. Patel: A dedicated employee who feels undervalued and frustrated with the lack of opportunities for growth and recognition.
3. Analysis of the Case Study
Organizational Behavior Framework:
We can analyze SEHER's challenges through the lens of organizational behavior, focusing on key aspects such as:
- Leadership Styles: Dr. Sharma's leadership style, while passionate, appears to be autocratic, lacking a clear vision for the future and failing to empower employees.
- Organizational Culture: SEHER's culture lacks a clear sense of purpose, direction, and values, leading to a lack of employee engagement and motivation.
- Team Dynamics: The lack of clear processes and communication channels creates silos between teams, hindering collaboration and innovation.
- Motivation Theories: The current work environment does not effectively address employee needs for recognition, growth, and development, leading to low morale and job dissatisfaction.
- Change Management: SEHER's resistance to change and lack of a structured approach to implementing new initiatives hinders its ability to adapt and grow.
Key Findings:
- Lack of a Strategic Vision: SEHER lacks a clear and articulated strategic vision for the future, leading to confusion and a lack of direction among employees.
- Ineffective Communication: Poor communication channels and a lack of transparency create misunderstandings and frustration among employees.
- Limited Employee Empowerment: Employees feel disempowered and lack opportunities for growth and development, leading to low morale and a high turnover rate.
- Lack of Diversity and Inclusion: The organization's lack of diversity and inclusion initiatives creates a homogenous work environment and limits its ability to attract and retain a diverse workforce.
4. Recommendations
1. Develop a Comprehensive Organizational Development Plan:
- Define a Clear Strategic Vision: SEHER should develop a clear and articulated strategic vision for the future, outlining its goals, values, and key priorities. This vision should be communicated effectively to all employees, creating a shared sense of purpose and direction.
- Implement a Standardized Process Framework: Establish clear and documented processes for project management, communication, decision-making, and performance management. This will enhance efficiency, reduce ambiguity, and promote accountability.
- Foster Employee Engagement: Implement initiatives to foster employee engagement, such as regular feedback mechanisms, recognition programs, and opportunities for professional development. This will boost morale, increase productivity, and reduce turnover.
- Develop a Robust Leadership Development Program: Provide targeted leadership development programs that equip managers with the skills and knowledge necessary to effectively lead and inspire their teams. This will strengthen leadership capabilities and create a more effective and cohesive management team.
- Promote Diversity and Inclusion: Implement diversity and inclusion programs that create a more equitable and welcoming work environment. This will attract and retain a broader range of talent, fostering a more inclusive and representative workforce.
2. Implement a Change Management Strategy:
- Communicate Effectively: Clearly communicate the need for change, the benefits of the new approach, and the steps involved in the transition.
- Involve Employees: Encourage employee participation in the change process, seeking their input and feedback. This will foster a sense of ownership and reduce resistance.
- Provide Training and Support: Provide employees with the necessary training and support to adapt to the new processes and systems.
- Recognize and Reward Progress: Acknowledge and reward employees for their efforts and contributions to the change process. This will motivate and encourage continued participation.
3. Invest in Technology and Analytics:
- Implement a Data Management System: Develop a robust data management system to track key performance indicators, monitor progress, and identify areas for improvement.
- Utilize Technology for Communication and Collaboration: Leverage technology to enhance communication and collaboration among employees, improving efficiency and productivity.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with SEHER's core competencies and mission by focusing on building a strong, inclusive, and innovative organization that empowers marginalized communities.
- External Customers and Internal Clients: The recommendations prioritize the needs of both external customers (beneficiaries of SEHER's programs) and internal clients (employees) by fostering a positive and productive work environment.
- Competitors: The recommendations aim to position SEHER as a leader in the field of social development by adopting best practices and innovative approaches.
- Attractiveness ' Quantitative Measures: While quantifying the impact of these recommendations is challenging, they are expected to lead to improved efficiency, increased employee engagement, and enhanced program effectiveness, ultimately contributing to SEHER's long-term sustainability and impact.
6. Conclusion
By implementing these recommendations, SEHER can transform its development process, building a strong, inclusive, and innovative organization that effectively empowers marginalized communities and achieves its mission.
7. Discussion
Alternatives Not Selected:
- Maintaining the Status Quo: This option would lead to continued stagnation and potentially a decline in SEHER's effectiveness, as the organization struggles to adapt to changing needs and challenges.
- Outsourcing Development Functions: While outsourcing could provide short-term cost savings, it could also lead to a loss of control over SEHER's development process and potentially compromise the organization's core values.
Risks and Key Assumptions:
- Resistance to Change: Employees may resist changes to the existing processes and systems, requiring effective communication and a strong change management strategy.
- Financial Constraints: Implementing these recommendations may require significant financial resources, necessitating careful planning and resource allocation.
- Lack of Leadership Commitment: The success of these recommendations depends on the commitment and support of SEHER's leadership team, requiring active participation and buy-in from Dr. Sharma and other key stakeholders.
8. Next Steps
- Develop a Detailed Implementation Plan: Create a detailed implementation plan that outlines the specific steps, timelines, and resources required to implement each recommendation.
- Engage Stakeholders: Involve key stakeholders, including employees, board members, and external partners, in the planning and implementation process.
- Monitor Progress and Evaluate Results: Regularly monitor progress and evaluate the effectiveness of the implemented recommendations, making adjustments as needed.
- Communicate Regularly: Maintain open and transparent communication with all stakeholders throughout the implementation process, keeping them informed about progress and addressing any concerns.
By taking these steps, SEHER can successfully implement its organizational development plan, creating a more effective, efficient, and impactful organization that empowers marginalized communities and makes a lasting difference in the lives of countless individuals.
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Case Description
This case discusses how the CEO of SEHER, Abdul Wadood, has undertaken different steps to transform SEHER into an institution. He wants the organisation to have a life beyond its founder. It should not be a personality-driven (Abdul Wadood) organisation; instead, it should be driven by its systems. Wadood feels that the organisational transformation spearheaded by him has created a multitude of problems. These include problems in the appraisal system, accountability issues, employee resistance to change (due to loss of authority), complaints of extra workload and inadequate technology skills due to the adoption of the Management Information System (MIS). Succession planning also needs to be addressed. Wadood is now thinking about the adequacy of the steps that have been taken to transform SEHER into a sustainable institution. He is concerned about creating a buy-in within the organisation for all these changes.
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