What is Process?

Definition of Process
 A process is a cross-functional interrelated series
of activities that convert business inputs into
business outputs
Supplier Input
Activity
Activity
Activity
Process
Output Customer
What is a Business
Process?

 A group of logically related tasks that use the firm's
resources to provide customer-oriented results in
support of the organization's objectives
What is Reengineering?

 Reengineering (or re-engineering) is the radical
redesign of an organization's processes, especially its
business processes.
 Aims to achieve improvements in critical measures
of performance, such as cost, quality, service, and
speed.
4
Why Re-engineer?

 Customers
 Demanding
 Sophistication
 Changing Needs
 Competition
 Local
 Global
 Change
 Technology
 Customer Preferences
5
Business Process
Reengineering

 Business Process Reengineering is a management
approach that examines aspects of a business and
attempts to improve the efficiency of the underlying
processes. It is a fundamental and radical approach
by either modifying or eliminating non-value adding
activities.
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Difference between
BPR & TQM

 "BPR, seeks radical improvement rather than merely
continuous improvement. It escalates the efforts of
JIT and TQM to make process orientation a strategic
tool and a core competence of the organization. BPR
concentrates on core business processes, and uses the
specific techniques within the JIT and TQM
”toolboxes” as enablers, while broadening the
process vision."
Key Steps

Barriers in Implementation
of Business Reengineering

The Principles of
Business Reengineering

 Organize around outcomes, not tasks.
 Identify all the processes in an organization and prioritize
them in order of redesign urgency.
 Integrate information processing work into the real work
that produces the information.
 Treat geographically dispersed resources as though they
were centralized.
The Principles of
Business Reengineering

 Link parallel activities in the workflow instead of just
integrating their results.
 Put the decision point where the work is performed, and
build control into the process.
 Capture information once and at the source.
LIMITATIONS OF BPR

 Does not devote enough attention to power issues and
change management.
 BPR provides minimal or no methodological
support to implementation.
 Lowers employee morale.
 BPR advantages are short lived.
Advantages of BPR

 Proven methodology
 Reduces cost
 Saves time
 Leads to growth of business
 Improvement in organizational approach
Involvement of Consultants


To improve your customer experience and ensure these improvements are practical and sustainable. provide . . .
•
A holistic analysis of organization’s current state and pain points
•
Leadership and change management support
•
Executive and end-user training
•
Tools and resources, including a Center of Excellence
•
Proactive identification of process ownership for clear roles and responsibilities
•
Identification of process enablers and constraints to inform our change impact analysis
•
Organizational structure redesign and cross-functional alignment of business processes
•
Integrated implementation recommendations and roadmap
•
Ongoing implementation, post-implementation and benefits realization services
HR AND BUSINESS PROCESS
REENGINEERING

BPR
HR
Human factors in BPR


It has been observed that many time organizations put the whole focus of the Business Process Reengineering Steps and
on IT and process redesign techniques. In fact, there are other complex issues such as human behavior, organizational,
cultural and political influences.

One of the main reasons for BPR failure is the negligence of the human element out of which, resistance to change acts
as a major barrier to successful BPR implementation.

To make the process most efficient, the power to make decisions regarding it should be given to the people
performing the process and any unnecessary control systems should be eliminated. Instead of having extra processes
to record information relating to the process, a resource within the process should provide all necessary data to increase
accuracy and reduce redundancy.

Essentially, for a successful BPR effort, it is important to look at all the related process, sub-processes, activities and
tasks that are working to achieve the same goal. This exercise can then allow several activities to be combined into one.
In addition, parallel processes leading to the same outcome should be connected within the process rather than just
combining results at the end. Also, it is important to look at all available resources and place the actual work where it
makes the most sense.
HR’S ROLE IN
Reengineering

 Building Commitment
 Building Teams
 Redesigning Compensation
 Redesigning the Work Itself
 Moving from Controlled to Empowered Jobs
Multi-skilling

 Multiskilling refers to training
workers for gaining expertise and
competence in at least more than one
skill besides his/her core skill.
Core skills + Other trained skills =
Multi Skilling
 Multi skilling of workforce can be
cross functional or in related fields
 Cordery (1995) classified
multiskilling into 4 types.
Types of Multi skilling

 VERTICAL MULTISKILLING:
The extent to which supervisory or administrative
support tasks are learned by individuals.
 HORIZONTAL MULTISKILLING: This is learning
skills from another discipline or function within an
organisation.
 SKILL BROADENING : Where minor elements
and tasks are learned on top of the predominant
activity (major task). So expertise is maintained in
the major task with elements added to increase
efficiency
Types of Multi skilling

 CROSS SKILLING/DUAL SKILLING : Where
another major activity is learned in addition to the
main craft and a person is considered competent to
carry out any activity in these two main disciplines.
 DEPTH MULTISKILLING: This is the acquisition
and application of more complex, specific skills
within the same trade or discipline.
 MULTISKILLED TEAMS: A multiskilled team is a
group of individuals who collectively have a range
of skills.
Advantages of
Multi-skilling

 Work force is more flexible.
 Employees become more aware of the
workflow.
 Employees are better prepared to
anticipate problems or requirements
of other areas.
 Employees can assume other tasks
when there is absenteeism.
 Employees can be moved into other
positions at peak times of the
operation.
 Cohesiveness is enhanced
Disadvantages of
Multi-skilling

 Possible reduction in productivity during
the training period.
 Increased supervisory time is required until
the employee is up to speed.
 Employees fear not living up to
expectations.
 Employees are uncomfortable with the
changes and cannot deal with the conflict of
the role and their personality
 Competence assessments may be more
detailed than in traditional systems.
CONCLUSION

 BPR deals with Changes in all aspects of businesses
and people.
 It requires not only jobs and skills change but also
people's styles.
 Multi-skilling ensures that workers are idle only
when there are no jobs to complete, not when there
are no jobs that a particular worker can complete.
 Multi-skilling is particularly suited to the costreduction strategy.
 Cross-trained employees are less likely to resist
technological innovation.
Bibliography

 Human Resource Development, Jon M. Werner & Randy L.
Desimone, Pg. 151-201,Eighth Edition, Cengage Learning
India Pvt. Ltd.
 http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_
4/17/4472/1144953.cw/index.html (Retrieved
February,2012)
 http://www.hrprofessor.com/article6.html(Retrieved
February,2012)
 http://hsc.csu.edu.au/ind_tech/ind_study/2530/Multis
killing.html (Retrieved February,2012)
 https://www.panoramaconsulting.com/services/business-processreengineering/