PRESENTATION ON

PROFESSIONALIZING A RELIGIO CENTRIC FIRM THROUGH

WORKPLACE LEARNING
BY
MOHIT KAUSHAL
SIMRAN SHARMA
KAVITA VERMA
PRIYANKA RANI
MRIDULA
MONIKA
MAYANK SETHI
MINAL
MUSKAN
 CASE ANALYSIS
 Steel Tubes and Pipes Ltd (STPL), is a medium-sized company

 manufacturing tubes and pipes made of stainless steel, carbon, and exotic metals.

 The capacity for manufacturing is about 30,000 metric tons of pipes.

 STPL has a workforce of 1,300 blue-collar workers and around 700 white-collar employees.

 STPL is facing a situation, as its management wishes to modernize the

 All employees of the organization either explicitly or implicitly belong to the same religious
sect and/or community.
 organizational processes, functions, practices, and decision-making are guided, governed,
and controlled by the same religio -social ethos.

 STPL has garnered recognition for the quality and reliability of its products

 It also has the advantage of location, which is a quintessential success factor in a competitive
world.
 EXPANSION
■ The strategy of STPL to enter into international markets entailed modernization and
professionalization of all its major functions, practices, and processes.
■ On the face of which, STPL did everything that was desirable in such circumstances.
It hence recruited a vice president of HR (VP-HR) from the open market, who had
experience of working with a family-owned pharmaceutical manufacturing business
that had undergone similar transformation.
■ The new VP had to modernize the organization while retaining the elements of faith.
He brought system in the HR function, by creating formal hiring plans through open
recruitment, with an aim to hire good talent.
■ The new workforce included senior persons for managerial positions, who were
being offered compensation above market rates, qualified accountants, and
Graduate Engineer Trainees (GETs).
■ While recruitment was easy, integration gave trouble. New employees, particularly
GETs, wanted logical answers for every ritual, practice, and belief.
 RESOLUTION OF CONFLICTS
■ The VP-HR believed that the root cause of this conflict was sense of insecurity
among existing employees, and there- fore planned to build confidence in them.
■ Under this plan, all the existing employees were given an opportunity to enhance
their educational qualifications and attain the next higher level of capabilities.
■ As a second measure, continuous mentoring at various levels was introduced. Along
with periodic monitoring of mentoring, rewards, incentives, and even promotions
were linked to the appraisal of mentoring.
MANAGEMENT OF CHANGE

A deeper insight into the state of STPL would

make it clear that this is a case of change
management and not that of conflict
management, as assumed by the VP-HR or by the
owners. Change can be gradual or radical.
Gradual change is easy to manage, while radical
change is complex and multifaceted. Whenever a
firm attempts to grow inorganically, it needs
radical change in various aspects of its business,
as has happened with STPL.
Work culture

■ Preference was given to the same community

■ They followed religious set established by guru ji
■ Region base culture was followed
■ Employee great each other with jay guru ji instead of good morning
■ Complaints serves sathvic food
■ There were sign boards reituating guru ji preaching
New Business opportunities

■ Diversification of business
■ Approval to supply pipes to nuclear power corporation
■ They starting liaising with international customers
■ Availability of unskilled and skilled labour
New HRM Strategy and execution

■ Increase in workforce
■ Hired vice president for HR
■ Recruitment process managed internally
■ They only selected qualified employees
Clash of culture

■ Clash between existing and new employees

■ Special leaves were extended
■ Eligibility criteria was established
■ Non - disclosure of agreement
■ Set up of mentor training programmes
■ Performance linked pay schemes also been introduce
Present situation

■ Attracting competent talent

■ Visible sign of unease
■ Limited employees took part in formal education
■ International applicant applied to the firm
■ Two expert join the firm and leave with in seven months due to culture p
■ Clash on vegetarian ant non-vegetarian became aggressive