Recommendations to overcome the resistance of staff in the implementation of reengineering

Re-engineering in Russia is a new concept, the majority of ordinary workers about it is not known, and like everything new and unknown reengineering is resisted by the staff. Quite often is the practice of conflict during the BPO. When the conflict in the period of re-engineering can identify two main reasons: objective and subjective. The first relates simple complicated situation in which employees are in the new conditions. This is also the fear of change, the reluctance to raise the level of knowledge on a mandatory basis disbelief leadership of the organization, incomprehensible changes, lack of motivation, lack of clearly defined powers and more. Such problems are referred to as the number of potentially conflicting changes during the reengineering of the enterprise. They are objectively contribute to the emergence of tensions. If people put in such conditions, regardless of their attitudes, character traits, already established relations, calls for understanding and self-restraint is likely to conflict. Neotregulirovannost their relationship can last for years, as may be protracted and conflict. Note that the situations in which emerges the objective origin of conflicts, in real industrial practice there are many. Resolving conflicts caused by such factors can only be achieved by changing the objective situation. In these cases, conflicts perform a kind of alarm function, pointing to trouble in the life of the team and could lead to negative consequences of the introduction of reengineering project. This means that, before implementing the project, it is necessary to eliminate all possible factors that could cause conflicts. But there are also subjective causes of conflict related to the interests of individual workers, which must be addressed individually. Such problems can be solved locally. Implementation of the program reengineering usually leads to a reduction in the number of employees due to lower volume of work. In turn, this causes the staff anxiety and fear that can inhibit (albeit temporarily) its ability to cooperate. Therefore, staff should receive regular authentic and reliable information about the actual status and plans for top management in the near and distant future. The process of reducing the number of employees should be conducted discreetly, he considered further by the author in the first part of the thesis. Redesigned business processes can create new jobs, creating a need to develop different systems of remuneration of staff. Existed prior to reengineering the pay may be inconsistent with the new kinds of work. Revision of pay should contribute to the successful implementation of new work. It should also be considered such measures dopolnitelngo stipmulirovaniya as a range of benefits to companies and recreation, joint outings, such as the recreation of Koblevo. This helps to encourage staff to move to new working conditions and to prevent it "slip" on the old familiar way. Changes in the remuneration system may be too slow compared to the process re-engineering, and this can cause tripping and uncertainty on the way to a profound transformation of the company. In addition to material incentives for staff to apply the reengineering process and intangible, including the development of a sense of belonging to a committed radical changes, to ensure transparency, such as daily or weekly issue bulletins to disseminate information on the implementation of the program reengineering. Need to dedicate staff to plan the reengineering, the need to explain it. For these purposes, may introduce the practice of holding meetings at the company. Increasingly in recent years business leaders are reviving the tradition of honorary boards, which also brings positive results in moral incentives. Resources must also be leaders in the field of functional units. A very important factor of success in carrying out any changes - the desire and ability to learn on their own experience with the first stages of reengineering and successfully use this knowledge in a subsequent paper. Such training gives the acceleration of progress toward goals and to avoid carrying the threat of potentially dangerous mistakes. Internal and external benchmarking promotes the experience gained during the reengineering of a business process reengineering for the following other business processes within the same company. Training shall be conducted at all levels of the hierarchy. Enterprise managers and project team members improve their knowledge and acquire new ones in the field of reverse engineering methods and techniques, and line employees are trained in the new work, develop work with new ways of working and new technologies. Not seldom the idea of ​​non-compliance of existing knowledge required level and the need to retrain workers has a negative psychological impact that can be mitigated by clarifying that employees in this matter will be of help and support that their training prepared the methodology and provided the necessary conditions. We should also note the impossibility of change in the company without a partnership relationship between employees and managers. The partnership is an important component of any social group, and is establishing a variety of forms of relationships, which will be organized on the basis of communication between people. In partnership people act as equal members between themselves, in contrast to the formal communication from the head slave, where there is a dependence of one person from another. Distinguish between these forms of partnership: business, friends, hobbies for (hobby), family - relatives of the relationship between people. In partnership relations are based on mutually psychological methods of persuasion: imitation, requests, advice, praise. When working on business relationships are maintained in the form of friendly partnership and shared enthusiasms, it always helps to create a good psychological climate in the team. However, when they take the form of "official novels" of individual employees - often unhealthy because entails a family conflict, jealousy, and, besides, perhaps, the disclosure of official secrets, violation of labor regulations, the destruction of formal relations manager and a subordinate. Thus, the partnership is a key component of the company's corporate culture and sociological methods to work with the staff. Reducing the time course of the business processes and improving the quality of products and services - that is worthy of the greatest goals of any effort to improve. Focusing only on cost reduction often leads to depression personnel, discourages and prevents his courage necessary to achieve the great goal, and discouraged to discourage the accomplishment of the steep change. And without a strong support staff, as noted above, the software re-engineering of business processes can lead, at best, only a slight improvement. Renowned expert in the field of management Coulson-Thomas argues that "the focus on cost reduction leads to a downward spiral of spending, and focus on achieving the best possible performance - to the upward spiral of long-term desire to get ahead and improve competitiveness." Published in Science Corporation Index Somputer review states that the optimal alternative to corporate downsizing (downsizing) can be re-engineering of business processes, which can provide significant performance improvement of the company through the use of available resources. Precondition for success is a constant demonstration of the leaders of their commitment and continued support for actions aimed at implementing the program reengineering. Responsible for the development and execution of business process reengineering should be entrusted to members of senior management (executives) of the company. Moreover, this responsibility can be manifested, in particular, in the form of the personal obligations imposed on the chairman and CEO. Reengineering should receive continued explicit and implicit, visible and invisible support from company leaders. This will inevitably entail a shift in emphasis in the management of the company from traditional management to leadership. Reengineering is only temporary, and, consequently, the employees involved earlier in project teams after the completion of the project are forced to return to their former places of work. The desire of company management to find a worthy use of reengineering team members after the change contributes to the creation of a favorable psychological climate in the community and serves as a guarantee of successful changes in the future. New challenges, companies must be clearly articulated and understood by every employee. Reengineering success depends on how management and employees of the company understand how to achieve strategic objectives. This should be defined clearly the results of specific activities of the reengineering, clearly defined roles and responsibilities. In addition to people who are well educated in the field of business constructed, should be consulted outside observers, who know how to change the business. Activities to motivate staff should be clearly defined and documented.