Reorder HR Processes to confront and be compassionate.This may sound oxymoron but in reality, it is not. When you change large size organizations, you need to confront a lot of legacy problems, challenge some of the existing ways of doing things and also deal with some individual and even trade unions who wants to stonewall any efforts to change and move to a new forms of work organisation which is hassle-free, agile, less bureaucratic, driven to service excellence and install a system of accountability at all levels. Any CEO and its team will have to first confront this if he fails to change the attitudes through the process of persuasion and negotiation.

Simultaneously it would be imperative for the CEO and its top team to create an architecture of compassion. This should manifest itself in sensitizing the managerial cadre to listen to the concerns of employees, engage them, effectively solve their problem. The unresolved problem of the employee should be escalated right up to the top. The rules should be flexible to accommodate serious personal and professional problems faced by an individual. The obsession with productivity and results alone can be dysfunctional, if not accompanied in an environment of compassion.

In our transformation of Bank of Baroda, we had to confront with many legacy problems especially in the union-management relations and we dealt with them head-on. Our transformation succeeded because of simultaneous emphasis on building an eco-system of human resource development and architecture of compassion. Thus, it may be useful for transformational leaders to work on reordering human processes to respond to both confrontation and Compassion. Tender-mindedness can be dysfunctional during transformation.

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