Role of HR in Managing Organizational Change

Role of HR in Managing Organizational Change

Organizational change is the planned introduction of a new or different process, structure, or system in an organization. It can also involve changes to the goals of an organization, its values, or the way it does business (Kirby, 2019). The dynamics of change are constantly in flux, making it a difficult concept to plan for and manage. For instance, technology is always evolving, impacting how businesses operate. Businesses try to stay ahead of the curve by implementing changes, but they are often met with resistance from employees. The resources an organization has at its disposal can also impact how it approaches change. The forces or drivers of change demand that organizations constantly reinvent themselves to remain competitive.

Change Management Process or Approach

The Global ProTech Company is shifting its focus to technology and innovation. The approach to change management that will be most effective for this type of change is the Kotter model. The model advocates for an orderly and structured change process where the leader is in charge of planning and orchestrating the changes (Kirby, 2019). The Kotter model is important because it considers the many factors that contribute to resistance to change. It also recognizes that change is a continuous process, not something that happens overnight. The steps in the Kotter model are to establish a sense of urgency, form a coalition of supporters, develop a vision and strategy, create short-term wins, consolidate gains, and anchor new changes. The steps are essential because they help overcome the natural resistance to change. For instance, the sense of urgency will get employees to pay attention to the change by showing that it is vital and relevant to them. The HR at Global ProTech will show the need and urgency of installing new systems by tying them to the company’s’ goals and vision. The coalition of supporters will help build a sense of ownership for the change among employees. As employees face technological changes, they need support from their managers and co-workers.

The vision and strategy will give employees a sense of where the company is going and what they need to do to get there. When Global ProTech plans to implement automated online payments, this would be included in the vision and strategy. The strategy will be tailored to the specific needs of Global ProTech and will be achievable within the timeframe set for the change initiative (Kirby, 2019). The short-term wins will give employees a sense of accomplishment and progress as they work towards the long-term goal. For instance, innovative ideas from employees could be recognized and rewarded to show that the company is moving in the right direction. Global ProTech can also consolidate gains by implementing the changes in phases, which will make it less overwhelming for employees. Also, this allows for time to test out the changes and make adjustments as needed (Oreg & Berson, 2019). Finally, anchoring new changes means that the changes are made permanent and are not just a one-time thing. Anchor means working towards the vision and strategy set for the change initiative. It will help keep employees on track and focused as they work through the changes.

The Strategic HR Value

The HR director at Global ProTech would be responsible for planning and guiding the change initiative using the Kotter model. Planning entails setting up the process and organizing the resources needed for the change (Schulz-Knappe, Koch, & Beckert, 2019). The HR will help employees understand why the changes are happening and how they can contribute to them. The resources include the systems and tools needed to support the new change. For instance, in the case of a new organizational structure, the HR director needs to ensure that employees have the tools they need to be successful in their new roles. Tools such as job descriptions, training manuals, and performance evaluations will need to be updated to reflect changes.

The HR will facilitate coaching and mentoring for employees as they adapt to the changes. Coaching and mentoring will help employees understand the new changes and how to use the latest tools and systems (Kirby, 2019). In addition, it will help to build a sense of community among employees as they work through the change process. He will prepare communication plans and tools to keep everyone up-to-date on the progress of the change initiative. Communication is key to ensuring that employees know what is happening and feel like they are part of the change process. The HR director at Global ProTech will also need to keep an eye on the progress of the change initiative and make adjustments as needed. The goal is to make sure that the changes are implemented effectively and that employees are on board with the company’s new direction.

Obstacles

The HR director at Global ProTech anticipates that there might be some pushback from employees when they hear about the changes. Several factors contribute to resistance to change: fear of the unknown, loss of control, lack of trust in management, and feeling threatened by the shift (Hodges, 2018). Change can also disrupt routines and create uncertainty. Employees may feel like they are being asked to do too much or that their jobs are in jeopardy. Another obstacle is that employees may not understand why the changes are happening and what they can do to help. The HR director will need to be prepared to address these concerns and help employees see the change’s’ benefits. Some will feel that they do not have the skills required for the new changes (Stouten, Rousseau, & De Cremer, 2018). Accordingly, the HR director can provide training and development opportunities to help employees build the skills they need for the new changes.

Conclusion

The Global ProTech company is undertaking a significant change initiative. As the HR director, there is a need to play a crucial role in guiding and planning the changes. The HR will need to use the Kotter model to help employees understand why the changes are happening and how they can contribute to them. In addition, HR will need to prepare communication plans and tools to keep everyone.

References

Hodges, J. (2018). Employee engagement for organizational change: the theory and practice of stakeholder engagement. Routledge.

Kirby, D. (2019). Changing the nature of organizational change. Strategic HR Review.

Oreg, S., & Berson, Y. (2019). Leaders” impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), 272-307.

Schulz-Knappe, C., Koch, T., & Beckert, J. (2019). The importance of communicating change: Identifying predictors for support and resistance toward organizational change processes. Corporate Communications: An International Journal.

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literature. Academy of Management Annals, 12(2), 752-788.

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Consider the following scenario, which involves a change initiative at Global ProTech.

Executive leadership at Global ProTech is holding a series of meetings focused on changing the organization’s mission from one of business and technology to one of technology and innovation. Along with this change, there will also be a new organizational structure geared toward promoting creativity and innovation.

Role of HR in Managing Organizational Change

As the corporate HR executive, you have been asked to take a key role in these meetings, i.e., planning and guiding the initiative. In particular, you have been brought in to develop the structure of the change and anticipate the resistance to change related to moving from a low-risk technology focus to a high-risk innovation environment.

You agree with recent HR literature that changes are better received and often more successful if it is “reimagined as natural and ongoing rather than episodic” (Kirby, 2019). You recognize the current situation as an opportunity to lend strategic HR value to the change process.

Drawing upon Kirby’s’ article, “Changing the Nature of Organizational Change,” and at least one additional assigned reading, develop a proposal for corporate leadership to utilize in this corporate initiative, positioning it to be a sustainable, thus successful, long-term, system-wide change.

To complete this Assignment, review the Learning Resources for this week and respond to the following key points in a 3- to 5-page academic paper.

*Introduce and briefly review the concept of organizational change in a dynamic environment.
*Recommend a change management process or approach for this initiative. Provide a rationale and key steps, explaining how they support the recommendation.
*As the HR director at Global ProTech, explain what you would do as the change agent to lend strategic HR value to this change process.
*Address typical reactions and obstacles to change that might be expected and, thus, anticipated as part of planning your change management recommendation.