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will deliver 25,000 pre-trained professionals to the Industry. • Investing in the Academy for Banking and Insurance in alliance with Manipal University, which in year-1 will deliver 1000 Managers who have been pre-trained for one year. By year-4 this will deliver 4000 Banking domain trained managers. • Creation of a slew of Academies for Branch Banking, Sales, Credit, Collections, Operations etc. which will deliver high quality accredited professionals year after year. • Moving away from an Urban and English centric talent acquisition to a broad based inclusive talent acquisition fro Semi-urban and Rural India. Focusing on job success factors such as problem solving and relationship skills, rather than linguistic abilities. Creating capability to en-skill raw talent in language and social skills. • Looking outside of India to the International Universities to service the Global requirement of talent rather than export talent only from within. Creating an employer brand in campuses across the globe. The Meritocracy Challenge At ICICI meritocracy governs both performance and leadership talent assessment. The age-old confusion between performers and leadership talent required to be cleared both among leaders and employees. To add to this the much maligned forced ranking system in both performance and talent management required to be put in context. Both these challenges were tougher in the context of a highly mobile young work force that was prepared to exit if not ranked in the top half. The middle level leaders were reluctant to own up to the system and very often took refuge in pointing upwards towards the bosses. While both the leaders and the employees wanted a meritocracy, their comprehension of the true character of the same or the willingness to accept the consequences thereof were poor. Add to this the culture of stretch, which is not negotiable. All this lead to a system where there is uncompromising differentiation in growth and rewards. While this engendered a culture of achievement orientation, it also encouraged competitiveness and high pressure all round the year. We at ICICI believe that one cannot create a culture of meritocracy without the top management willing to be unrelenting and unwavering in its clinical execution. We believe that its success is more in its execution than in the articulation of the philosophy. The top management and the operating levels should be willing to live with the attendant noise in the system and not mistake it for dissatisfaction and roll back the execution or water it down. We have found the following to be the essential necessities to change a work place to meritocracy: • Clarity that meritocracy is not going to be popular and tolerance for noise in the system. • Clarity to the middle management that they will qualify to be senior management leaders only if they own this and show ability to institutionalize this philosophy. • Willingness to be clinical, unrelenting and unwavering in its execution. • Transparent and inclusive process, were all levels of management are involved in its execution. • Communicate, communicate and communicate year round the non-negotiable nature of stretch and relative ranking system. • A system that is open to audit by any employee and reining in any senior leader from exercising favors. • Emphasizing that meritocracy is an economic reward differentiating philosophy and not a fair or equity based philosophy. 110 November 2007 NHRD Journal
Conclusion There is a broad agreement that growth momentum of Indian economy is set to continue over foreseeable future. ICICI Bank has the ambition to be a significant global player in the financial services industry (among top-25 banks in the world) by 2010. While evolution of the eco-system is underway, as a process it occurs, not instantaneously, but over a period of time. This means that the change intervention for organization preparedness is far from its logical conclusion. The two-pronged approach of intervention within the organization on meritocracy and in the outside system to create talent supply will need to continue. The analogy to explain this phenomenon is that of riding a bicycle. Bicycle is inherently unstable and requires significant adjustments and gathering of forward momentum to make it stable. We have now gathered that forward momentum. Yet, exactly like a rider on bicycle, we need to continuously make the micro-adjustments to keep the bicycle steady and moving in desired direction. November 2007 NHRD Journal 111
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NHRD Journal Organizational Change
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S.no Title of the Article Author Pa
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ORGANIZATIONAL CHANGE INDIRA J PARI
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give subtle shape to the organizati
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to be tempered by a sense of humor,
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Although the result did not spell o
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the Project Sponsor to engage the C
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• Consultative - The target popul
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Now they are confronted with change
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A living system can never be direct
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ut in absence of formal process of
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Higgs, M. and Rowland, D. (2005),
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• Organization Structure Rigid hi
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magnitude of the programme, you can
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• In only about 10% of the school
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memorization, the focus of the teac
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HOW HR CAN IGNITE 'HOT SPOTS' YOGI
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pointed the prerequisites of change
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BRINGING CHANGE TO THE CHANGE AGENT
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were low, people lived simply and s
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'People Academy' that seeks to fost
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DEFINING CHANGE AGENTS SANDEEP K. K
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human resource process like leaders
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References Chris Argyris, Initiatin
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needs to tell a trained nurse about
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esponse to changes in the external
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THE ENDURING SKILLS OF CHANGE LEADE
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left to resolve tensions, answer qu
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neglected step in the change proces
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Page 69 and 70: However the good news is that the a
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Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
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Page 87 and 88: the merger, in whichever form has a
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Page 95 and 96: ONE REASON FOR FAILURE OF CHANGE IN
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Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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Page 131 and 132: APPEAL TO CONTRIBUTORS The National
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