od prjct 1

ORGANIZATION DEVELOPMENT

&

CHANGE MANAGEMENT

OVEX TECHNOLOGIES

Group No. : 02

Group Members:

Maria Atiq 08-0140

Ayesha Manzoor 07- 0382

Qurat-ul-Ain Ahmed 07-0384

Maida Masood 08-0275

Khadijah Sohail 08-0279

Hajra Zaheer 08-0313

Zunaira Tauqeer 08-0472

Section: BBA-A

Date of Submission: 11th November, 2010

Submitted To: Mr. Raffat Iqbal

Organizational Development OVEXTECH

ACKNOWLEDGEMENTS

Firstly, we thank Almighty God without whose grace and blessings we are incapable of

doing anything. Secondly, we are grateful to our course instructor, Mr Raffat Iqbal, for his

constant guidance and support. With his teaching methods we were able to do our project

effectively. Next, we are really thankful to Mr. Muhammad Umair who is the Selection and

Recruitment Executive Human Capital Management at OVEX TECH in Lahore, Pakistan. The

information he provided and the time he gave to us helped us in carrying along our project.

He was very cooperative and supported us a great deal due to which we could complete our

project on time.

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EXECUTIVE SUMMARY

This report is about Ovex Tech (PVT) Limited, Pakistan. It is a BPO and IT solutions

Provider Company -one stop software solutions for business needs- and is one of the best

business solution providers in Pakistan. This report begins with an introduction of the

company. The second part of report focuses on the standard five stages approach in

organizational development, which are anticipating need for change, developing the

practitioner-client relationship, the diagnostic phase, action plans, strategies and

techniques and self renewal, monitor and stabilize.

The report then discusses Ovex’s Human Resource Department’s hierarchy and tasks done

by each department. It then highlights the focus of our project on two of the stages: the

anticipated need for change in its recruitment and employee hiring processes as well as

devising strategies that would bring the employees towards goal accomplishments.

The report basically discusses the structural and behavioral change through which

organization under went recently. However no technological need for change is anticipated

yet because Ovex uses state-of-the-art technology and uses one of the best systems like

CISCO. Finally Ovex’s strategies are evaluated against the standard OD practices and

recommendations are given in case of discrepancy.

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CONTENTS1. COMPANY PROFILE..............................................................................................................................6

2. MISSION STATEMENT..........................................................................................................................6

3. SLOGAN...........................................................................................................................................6

4. PRODUCTS AND SERVICES...................................................................................................................7

5. MAJOR DEPARTMENTS OF OVEX:........................................................................................................9

6. ORGANIZATIONAL STRUCTURE OF OVEX...........................................................................................10

7. STANDARD MODEL OF ORGANIZATION DEVELOPMENT PROCESS....................................................11

8. THE HR DEPARTMENT OF OVEX TECH...............................................................................................15

8.1 THE SELECTION AND RECRUITMENT DEPARTMENT............................................................................15

8.2 THE EMPLOYEE RELATION DEPARTMENT............................................................................................16

8.3 THE COMPENSATION AND BENFITS DEPARTMENT.............................................................................16

9. STANDARD O.D PRACTICES................................................................................................................17

10. NEED FOR CHANGE ANTICIPATED BY OVEX TECH LAHORE............................................................18

11. PROBLEM WITH THE CONVENTIONAL HIRING PROCEDURE..........................................................18

12. TWO STAGES OF THE OD PROCESS MODEL...................................................................................18

12.1 ANTICIPATE NEED FOR CHANGING HIRING CRITERIA...................................................................18

12.1.1 FEATURES OF THE CHANGED HIRING STRATEGY........................................................................19

12.1.2 ANTICIPATED FURTHER IMPROVEMENTS FROM BEHAVIORAL POINT OF VIEW.........................19

13. ACTION PLANS, STRATEGIES & TECHNIQUES.............................................................................20

The NHT program:.............................................................................................................................20

The WACTEO concept........................................................................................................................20

People before paper concept:...........................................................................................................20

Other areas on which OVEX is focusing.................................................................................................21

14. STRENGTHS & DEFICIENCIES OF OVEX TECH..................................................................................22

STRENGTHS............................................................................................................................................22

WEAKNESSES.........................................................................................................................................22

ANALYSIS...................................................................................................................................................23

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Organizational Development OVEXTECHRECOMMENDATIONS................................................................................................................................23

APPENDIX..................................................................................................................................................24

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Organizational Development OVEXTECH1. COMPANY PROFILE

OVEX Technology is a subsidiary of En Pointe Technologies. It is a Business Process

Outsourcing (BPO) Provider in Pakistan (parent company in US) and has operations

in many other countries around the globe. It is dedicated to projects commissioned

by premier BPO. Its clientele ranges from Fortune 500 to dynamic medium-sized

businesses which are located primarily in the United States. Currently the company

has over 850 employees with major operations in Pakistan. In Pakistan, it is one of

the leading BPO and IT service providers. BPO includes contact centers, IT

outsourcing, accounting outsourcing, data management, medical billing and

transcription. IT solutions include infrastructure solutions, data centre solutions,

and software solutions.

Ovex Pakistan adheres to strict international standards in their service, quality and

reliability; it remains open 24/7 because the company understands the emerging

technological needs of any organization, whether it is global or local. Today, Ovex

stands as the largest third party off shore and second largest exporter of IT services

in Pakistan. The company adheres strictly to ethical codes of conduct.

1. MISSION STATEMENT

“To become one of the region’s leading company in providing business process and

IT solutions “

2. SLOGAN

THINK.INNOVATE.GROW

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3. PRODUCTS AND SERVICES

There is a diverse range of products and services which Ovex provides to its customers.

However, a broad category is as follows:

Contact Centers:

Ovex has extensive experience in hosting and managing both domestic and

international outsourced Contact Centers. Ovex is delivering its services to a

number of clients from various business verticals.

Accounting Outsourcing:

Ovex provides accounting outsourcing which includes a full range of services

including the core processes, management information systems and compliance.

IT Outsourcing:

IT outsourcing is to cater with technology needs in an entirely hassle free manner.

Ovex provides a single point of desk to the companies for their customers, the

remote desktop management allows the customers to maintain and protect their

company’s IT infrastructure, and there are other services like ‘Blackberry’ support

functions which provides a comprehensive support to users and systems.

HR Outsourcing:

The benefits of outsourcing include the advantages of reduced costs and increased

efficiency, as well as the ability to predict business results and support strategic

planning.

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Data Management:

The Data Management solutions allow customers to enhance data quality for

effective mining, enable increased tracking and reporting capabilities and improve

data integrity and oversight for their business.

Medical Billing and Coding:

Ovex’s state of the art Revenue Cycle Management Solutions are designed to meet all

present standards of insurance and patient billing needs. Flexibility of the service

offerings allow customers to personalize them based on the needs of their specialty

and size of their business from individual and small practices to large group of

physicians.

Content Development:

The content development services include website content development, marketing

content development, and contents for virtual marketing, E-learning, and

multimedia content development.

Infrastructure Solutions:

Ovex offers a comprehensive infrastructure solution that makes optimized

information sharing and utilization possible.

Data Centre Solutions:

Ovex fully integrates Power, Cooling, Rack, Management, Security and Services.

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Organizational Development OVEXTECH Software Solutions:

Ovex Technologies offers a myriad of software solutions to help increase

productivity and boost operational efficiency.

4. MAJOR DEPARTMENTS OF OVEX:

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MARKETING FINANCE

OPERATONS

HUMAN RESOURCE

ACCOUNTING


5. ORGANIZATIONAL STRUCTURE OF OVEX

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CEO

Faisal Khan

Head of Facilities

Zubair Tanwir

CFO

Asad Abbas

Head of Contact Centres

Usman Naeem

Head of Business Development

Maaz Zahid

Head of Information Technology

Shiraz Mahmud


6. STANDARD MODEL OF ORGANIZATION DEVELOPMENT PROCESS

Organization development is a continuing process of long term organizational

improvement consisting of a series of stages. In an OD program, the emphasis is placed

on a combination of individual, team, and organizational relationships.

The primary difference between OD and other behavioral science techniques is the

emphasis upon viewing the organization as a total system of interacting and

interrelated elements. Organization development is the application of an organization-

wide approach to the functional, structural, technical and personal relationships in

organizations. OD programs are based upon a systematic analysis of problems and a top

management actively committed to the change effort. The purpose of such a program is

to increase organizational effectiveness by the application of OD values & techniques.

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Stage 1: Anticipate Need for Change

Stage 2: Develop the Practitioner-Client Relationship

Stage 5: Self-Renewal, Monitor & Stabilize

Stage 4: Action Plans, Strategies & Techniques

Stage 3: The Diagnostic Phase

Figure 1: Organization Development’s Five Stages

Organizational Development OVEXTECHIn this report, a five-stage model of the total organization development process is

presented. Each stage is dependent on the preceding one, and successful change is more

probable when each of these stages is considered in a logical sequence.

Stage One: Anticipate Need for Change

Before a program of change can be implemented, the organization must anticipate the

need for change. The first step is the manager’s perception that the organization is

somehow in a state of disequilibrium or needs improvement. The state of

disequilibrium may result from growth or decline or from competitive, technological,

legal, or social changes in the external environment. There must be a felt need, because

only felt needs convince individuals to adopt new ways. Managers must be sensitive to

changes in the competitive environment, to “what’s going on out there.”

Stage Two: Develop the Practitioner-Client Relationship

After an organization recognizes a need for change and an OD practitioner enters the

system, a relationship begins to develop between the practitioner and the client system.

The client is the person or organization that is being assisted. The development of this

relationship is an important determinant of the probable success or failure of an OD

program. As with many interpersonal relationships, the exchange of expectations and

obligations depends to a great degree upon a good first impression or match between

the practitioner and the client system. The practitioner attempts to establish a pattern

of open communication, a relationship of trust, and an atmosphere of shared

responsibility. Issues dealing with responsibility, rewards, and objectives must be

clarified, defined, or worked through at this point.

The practitioner must decide when to enter the system and what his or her role should

be. For instance, the practitioner may intervene with the sanction and approval of top

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Organizational Development OVEXTECHmanagement and either with or without the sanction and support of members in the

lower levels of the organization.

Stage three: The Diagnostic Phase

Organizational diagnosis has two major purposes. The first purpose is to practically

identify future changes that are needed to help an organization meet its strategic goals.

Its second purpose is to identify past or current organizational problems that inhibit the

diagnostic framework for conducting such an analysis.

To achieve the first purpose, consultants and OD practitioners need to apply analysis

method for organizational diagnosis. Need analysis consists of figuring out the type of

skills or competencies that employees must possess for the organization to accomplish

its goals. Surveys, interviews, training programs and management development can be

frequently used for this purpose.

The other aspect of organizational diagnosis is identifying past or current problems that

inhibit organizational success. Organization problems can be traced from different

organizational areas. Organization members, often in collaboration with an OD

practitioner, jointly discuss the data and their implications for change.

Stage Four: Action Plans, Strategies & Techniques

The diagnostic phase leads to a series of activities, interventions or programs to resolve

the problem and increase organizational effectiveness. The strategies applied for

implementing OD can be chosen based on the nature of the problem. Usually, two

dominant strategies are widely used either separately or together to implement the OD

program. These are the human process approach and the techno structural approach.

The human process approach focuses on identifying and correcting problems within

interpersonal, group and inter group processes.

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Organizational Development OVEXTECHThe techno structural approach assumes that organizational problems revolve around

issues associated with the match between technology and organizational structure.

Common interventions of the techno structural approach involve work restructuring,

compensation systems, structural change, and implementing new information

technology.

Stage Five: Self-Renewal, Monitor & Stabilize

Organizational renewal is the process of building innovation and adaptation style into

an organization. If a company has to survive in a competitive marketplace, it must

continuously adapt with the environment. Without renewal, management cannot

maintain quality.

Through a renewal process, managers can adapt their problem solving style and goals

to suit the changing demands of the environment of an organization. Therefore, one aim

of OD is to improve an organization's self renewal process so that managers can more

quickly adopt a management style that will be appropriate for the new problems they

face.

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7. THE HR DEPARTMENT OF OVEX TECH

The HR department is divided into three sub departments:

8.1 THE SELECTION AND RECRUITMENT DEPARTMENT

Their work includes:

Screening interviews

Orientations

Professional development and training of employees 15

HUMAN RESOURCE DEPARTMENT

Selection and Recruitment

(SR)

Employee relation

(ER)

Compensation and benefits

(CB)

Organizational Development OVEXTECH Induction of a person till probation is SR’s responsibility

8.2 THE EMPLOYEE RELATION DEPARTMENT

The work of this department includes:

Problems which employee is facing, whether salary related or behavior of

coworkers etc.

Taking care of employees.

Taking corrective action regarding any kind of employee grievances.

This department also takes care of the contracts till the employee gets

permanent.

8.3 THE COMPENSATION AND BENFITS DEPARTMENT

This department takes care of

Salary

Employee benefits such as health insurance

Compensation in case of permanent employee gets hospitalized or other

medical facilities

Processing of payroll

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8. STANDARD O.D PRACTICES

OD intervention is a set of planned activities intended to help an organization improve

its performance and effectiveness.

Effective interventions are designed to fit the needs of the organization, are based on

causal knowledge of intended outcomes, and transfer competence to manage change to

organizational members.

Intervention design involves understanding situational contingencies. Four key

organizational factors are:

Readiness for change

Capability to change

Cultural context

Capabilities of change agent

Whenever change is implemented within an organization resistance to change occurs

naturally, the change also affects the culture and existing norms of organization when

Ovex anticipated need for change it took time and efforts to break the conventional

procedure, however in Ovex decisions are centralized, top management has the

authority to implement its own decisions.

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9. NEED FOR CHANGE ANTICIPATED BY OVEX TECH LAHORE

OVEX TECH encountered with the problem of very non-specific hiring procedures and

policies and the company used to rely on judgments and conventional procedure of

collecting resumes, CVs and conducting interview with the candidate and hire the

person they find is appropriate for a particular job or task.

10.PROBLEM WITH THE CONVENTIONAL HIRING PROCEDURE

The problem with this procedure was that each interviewer judges the candidate based

on his own assumptions, dimensions and evaluated according to his point of view,

which could be different from others. For example, saying that a particular candidate is

lacking good communication skills is a vague term which needs further elaboration and

some standard criteria which could define the dimension of good communication for an

OVEX TECH employee. So the evaluation terms such as poor or good communication

skills, low or high stress level have no quantitative numbers attached to them, so at

times there arises conflict among the interviewers because in OVEX, a candidate is

interviewed by at least two or three higher authority members such as HR Manager,

Selection and Recruitment executive etc.

11. TWO STAGES OF THE OD PROCESS MODEL

12.1 ANTICIPATE NEED FOR CHANGING HIRING CRITERIAOVEX TECH PAKISTAN anticipated need for changing their hiring policies and therefore

very recently they came up with a solution of implementing a standardized hiring

procedure. It took a month to implement and execute the new changed strategy.

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12.1.1 FEATURES OF THE CHANGED HIRING STRATEGYPreviously only interviews were being conducted for hiring a candidate but now OVEX

TECH is conducting

Screening tests

IQ tests

Analytical tests

Logical reasoning tests

Stress Management tests

Body language analysis ,behavioral analysis

Competency based recruitment is also being done , and those are further Re-

categorized

This is a standardized procedure for evaluations; also numerals are assigned from 1 till 5,

where 1 means” the worst” and 5 means “The best”.

These tests are conducted on line, since OVEX has the state-of-the-art technological

systems, so 80% of the process is done virtually which was previously being done solely on

judgmental basis

12.1.2 ANTICIPATED FURTHER IMPROVEMENTS FROM BEHAVIORAL POINT OF VIEWHiring criteria was a point of concern for OVEX. The company also started focusing more on

goal setting and their achievement. So for this they have defined three categories of goal-

setting:

1. Goals should be in accordance with vision, mission and values

2. Time frame to achieve targeted goals

3. Pre-check

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12. ACTION PLANS, STRATEGIES & TECHNIQUES OVEX TECH is striving from better to best to being excellent on a continuous basis, and has

recently introduced two concepts:

1. NHT ( New Hire training)

2. WACTEO ( We Are Customer To Each other )

3. People before paper concept

The NHT program:In this program internal OD practitioner who is basically part of HR team of OVEX TECH

gives the new employee three day training and explains the following things:

The organizational culture and get the employee acquainted with the team and

top management

How to be a socialized person

How to develop confidence in social or professional life

Punctuality

The WACTEO conceptThis concept focuses on the premise that every OVEX employee is customer to each other,

which means that employees should treat each other in the same humble manner just like

they treat their customers.

People before paper concept:OVEX Company explains this concept with a simple example.

Suppose an employee enters in the OVEX office and says “hello” to the other person who is

busy doing some work on paper and therefore doesn’t raise his head up and say “hi” by not

even looking at the incoming person. Here comes the concept of people before paper that

employees are supposed to greet each other with a proper eye contact. Other wise it is

considered that employees are treating each other like an un-noticed piece of paper.

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Other areas on which OVEX is focusingWith the help of internal OD practitioners OVEX has recently put more emphasis on:

Leadership

They lead their employees by co operating with them and listening to their

problems they have.

Proper coaching

They conduct proper coaching and training sessions for the newly hired employees.

They also conduct different seminars for the training of the employees.

Developing soft skills

They teach their employees to deal softly with everyone within the company and

outside the company. The candidates are taught to control emotional leakage i-e if

someone has a rough day at work, it should not disturb his/her personal life and

vice versa.

Code of ethics

No referral candidates are appointed without due process; no personal phone calls

are entertained, strict adherence to ethical standards within in the organization.

Integrity, punctuality is one of the basic premises of the organization.

Strong conformation towards vision, mission, values and integrity and

punctuality

Lower communication barrier:

In Ovex the communication barrier is too low, even a low grade employee can go to CEO

for complaint but along with solution.

These are the behavioral dimensions on which the company is emphasizing

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13. STRENGTHS & DEFICIENCIES OF OVEX TECH

STRENGTHS

Large scale of operations

Clients include renowned organizations (Fortune 500) and other dynamic medium-

sized businesses

Leader in BPO and IT service industry

International standards in terms of service, quality and reliability

Stands as the largest third party off shore and second largest exporter of IT services

in Pakistan

WEAKNESSES Non-specific hiring procedures and policies

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Organizational Development OVEXTECHANALYSIS

Analyzing the changed procedures adapted by Ovex Tech and comparing them with the

standards has revealed that although there is a little discrepancy with the standard

techniques, however there is always a room for improvement. There are people who do not

perform well all of a sudden for the tests and interview at the same time. Some people are

competent but they lack communication skills, therefore they would be screened out at the

interview while there are other people who are good at communication but are not as good

at written skills, so they might be screened at the written test. However, both the

candidates might have the potential to change with the passage of time and do great job for

the company. OD does not promote rigidness, but the company has worked on both the

extremes. Firstly, they were totally away from any proper technique for hiring the

candidates but now they are using all strategies such as written tests, interviews, stress

management etc. to check the competency of the candidate.

RECOMMENDATIONS

The following recommendations are provided to OVEX TECH on behalf of our report:

1. Adopt a flexible hiring strategy by adopting on the job scenarios in the process of

hiring. By using this method, they can test various other skills and hidden

capabilities of the candidates instead of seeing only the obvious ones which may not

meet expectations.

2. Training of the selected employees can be conducted while on job to improve their

communication, interpersonal and various other skills. Most of polishing and

learning of skills comes through experience.

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Organizational Development OVEXTECHAPPENDIX

Questions asked to Muhammad Umair (Selection and Recruitment Executive, OVEXTECH

Pakistan)

Did you ever anticipate any structural, behavioral or technological change in your

organization? What was the change?

What problems you faced before introducing a change?

What problems you encountered in implementation of change program?

What limitations you faced in relation with change program implementation?

How you have coped with resistance to change?

What improvements you noticed after implementation of changed program?

How much time did it take to implement the change?

How much cost you incurred in introducing change?

Who played the major role for initiating change program?

What kind of organization hierarchy you have?

Is decision making centralized or decentralized in your organization?

Is there a communication gap among your organization’s departments? If it is then

to what extent?

REFERENCES

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Organizational Development OVEXTECH Mr. Muhammad Umair – Selection & Recruitment Executive Human Capital

Management, OVEX TECH, Lahore

http://www.ovextech.com/

www.wikipedia.com

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od prjct 1

Documents

anticipated need

ovex tech lahore1811

behavioral change

major departments of

ovex tech pvt limited

ovexs strategies

technological need

hr department of ovex