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Empowerment Case Study
Empowerment Case Study
Empowerment Case Study
CONTROL DE LA CALIDAD
INDUSTRIAL
EMPOWERMENT
DEFINITION
Benchmarking is a term that is now widely used within the quality field. Benchmarking
involves comparing a set of products or services against the best that can be found within the
relevant industry sector.
Quality starts with engaging the people responsible for processes - the people who know
the processes best. It is given to them freedom and autonomy in their jobs to empower them.
Employee empowerment is one of the most important concepts in total quality management.
Empowerment is the key to motivation and productivity which will result in better quality. It is
important that management recognizes the potential of employees to identify and to derive
corrective actions to quality problems. Also very important is that by empowering your employees
you are giving management more time to spend engaged in visioning, nurturing, broad-based
thinking and focusing on quality. By empowering your staff you are creating employees who are
friendly, happy, and can cater to the customer's needs more easily which can affect the customer's
Figure 1Spiral of Empowerment
perception of service quality in a positive way. (Llewellyn, 2008)
CASE STUDY: HCL Technologies
On January 17th 2013, the charismatic, 50-year old CEO of HCL Technologies (HCL), Vineet Nayar, stepped down from his
position and was replaced by Anant Gupta, age 48, who had been promoted to the position of Chief Operating Officer a few months before
(in July 2012)2 . Though this change signals a new direction for HCL, Vineet leaves
behind a strong legacy driven by his radical management philosophy Employees First,
Customers Second. The lessons learned from the crisis period reinforced HCLs initial
vision to offer a unique experience to its customers that would differentiate the
company from the competition. The evolution of HCLs business strategy during 20102013 was therefore characterized by even more customer centricity with focus on
flexibility of service offering and higher value creation for the customer. HCLs
transformation journey in 2005 began with identifying the core fundamentals of the
business, and re-thinking roles, including that of the leadership and management. This
led
HCL to uncover the following, and take the first step in defining the EFCS philosophy
Figure 1Consolidated Revenues after
Empowerment
Besseyre, C.-H. (2014). HCL Technologies since the Global 2008-09 Crisis: Creating Value through
Employee Empowerment. Retrieved Agosto 05, 2015
Llewellyn, J. (2008). Employee Empowerment Leads to Quality. Retrieved Agosto 05, 2015, from
http://empowermentleadstoquality.blogspot.com/