Change Management: the role of Human Resources

Ridge W.

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Change Management: the role of Human Resources

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Themes

Change management, human resources management, restructuration, employee development, organizational change, communication, resistance to change, union, assessment, buy-in, management strategy

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Abstract

With the significant potential for swift change within the modern business field, as technological innovations improve and consumer demands change, organizational managers occasionally make difficult choices to restructure. For individuals at ease with job responsibilities and their lives, and further engaged within business organizations, the decision to restructure may easily get perceived as a negative process within organizations. Fortunately, Human Resource professionals may implement the processes of change to minimize possible negative implications of proposed changes and ensure a smooth transition into new working environments. As such, whenever a business organization changes any significant procedure, the organization faces a considerable period of transition as managers and workers adjust to new work environments and new responsibilities. In essence, the concept of change management concerning organizations reflects a system of planning, execution, and analysis operations that attempt to minimize both long-term and short-term disruptions to make any transition initiatives as smooth as possible.

Change Management Plan
The Roles of Human Resource Management
1. Employee Development and Training
2. Workplace Communication
3. Sharing Feedback and Tracking Progress
4. Linking Talent Management Initiatives
Resistance to Change
1. Parochial Self-interest
2. Misunderstanding and the Lack of Trust
3. Different Assessments
4. Low Tolerance for Change
Problems and Solutions
1. Gaining Change Management Buy-In
2. Tacking the Challenge of Gaining Buy-In
3. Tracking Project Health
4. Tacking the Challenge of Monitoring Project Health
5. Evaluating Change Management Efforts
6. Tackling the Challenge of Evaluating Change Management Efforts

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[...] Some organizational change proposals may inadvertently require individuals to involve drastic changes too quickly. Drucker Peter argued that the primary obstacle to organizational development reflects on the managers' inability to shift behavior and attitude as quickly as their organizations may require. Even when organizational leaders intellectually understand the significance of the change in the manner in which they operate, they are often emotionally incapable of initiating the transition. As such, it is a result of people's limited tolerance for organizational change that often people would resist change even when proposed changes are reasonable for the organization. [...]

[...] J. C., Battistelle, R. A., Rodrigues, J. M., Renwick, D. S., Foropon, C., & Roubaud, D. (2018). When knowledge management matters: interplay between green human resources and eco-efficiency in the financial service industry. Journal of Knowledge Management, 1691-1707. Doppelt, B. [...]

[...] Mukt Shabd Journal. 2021; 9 3580, 3587. [...]

[...] Within the phase, Human Resource professionals are responsible for engaging employees and meeting with other people involved in the change management team to examine how well workers adjust to new employment opportunities. If currently engaged employees lack the necessary expertise or skills needed for proposed changes, then the phase would involve the recruitment of new talents. The third phase involves the description and development of an overall summary of positions that may get strongly impacted by the change, other positions that may get relatively affected, and critical positions that should not get impacted. [...]

[...] And their objections would grow louder and louder until the idea gets shelved. Misunderstanding and the Lack of Trust Employees within an organization may resist organizational change when they do not understand the implications of the proposed change, and when exists a significant perception that it might cost workers more than they would gain should the change take place. Such circumstances often take place with no trust between employees and person initiative possible changes. For instance, when the president of a Midwestern organization announced to the company's managers that the organization would engage a flexible work schedule for its workers, it never occurred that the proposal would run into human resistance. [...]

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