HR powers organizational change at NDPL: Root and branch reform at Indian electricity‐distribution company

Abstract

Purpose

This paper aims to discuss the role of HR in organizational change at Indian electricity‐distribution company NDPL.

Design/methodology/approach

Examines the state of NDPL before the changes, the reforms that were needed, how they were implemented and the results they have achieved.

Findings

Highlights they key role of communication and trust building in major organizational‐change initiatives.

Practical implications

Emphasizes the need for HR departments to move beyond traditional training and development activities and to engage in the internal marketing of organizational change.

Social implications

Identifies key messages for policymakers and change agents about how to transform companies in the rapidly changing business contexts of emerging markets such as India.

Originality/value

Offers detailed analysis of organizational‐change practices in a large organization in India.

Citation

(2011), "HR powers organizational change at NDPL: Root and branch reform at Indian electricity‐distribution company", Human Resource Management International Digest, Vol. 19 No. 4, pp. 7-9. https://doi.org/10.1108/09670731111140658