The Purpose of the Change Management - Essay Example

Change is what brings out new ideas, solutions and growth. The Human Resource department plays an important role in coming up with a good strategy to bring about change and facilitate the implementation of these new processes. This means that it’s crucial that they monitor the change process (Parsells, 2013). During the process, the department is tasked with guaranteeing the company culture’s integrity and making sure that the process is coherent and harmonious.

Change management is a strategy that the human resource department uses to manage changes within the organization. Change in the workplace can take many forms from the introduction of new processes to changes such as a merger or an acquisition. Objection, resistance are all emotional reactions that can affect the success of change implementation. Change management helps the department to prepare employees for the new changes while engaging with them throughout the process in order to achieve a positive outcome. In addition it helps the employees to get back to work quickly and efficiently and as a result it minimizes productivity loss. However, change management is one of the key challenges that the human resource department faces.

The purpose of the change management is to gain control and in return maximize the productivity of the employees through out the project framework. Furthermore it is meant to uncover any issues and concerns that the employees might have with the leadership. If well executed, it increases the employee’s engagement, productivity, their wellbeing and overall satisfaction with the organization. Moreover, they feel valued and appreciated that is why if it is well execute it can create a productive work environment whereby the employees embrace the change from day one.

However, if the change strategy is not well thought out, the productivity of the employees may be insufficient. Therefore, the department should execute the process carefully and thoughtfully. Helping the employees understand that change management is a strategy designed to achieve the organizations goals and not a way of devaluing them is crucial. As the human resource department implements the change, it is important for employees and other key departments to be given key opportunities to participate in change initiatives so as to easily influence change adoption through strategic human resource policies like remuneration, succession and hiring.

Before the implementation of the process, it is crucial to understand the incentive behind the change and the capability of the organization to adapt to the change. Therefore, the department should carry out a thorough analysis of gains, costs and risks associated with the change. This includes the organizations readiness in terms of resources and the employee’s attitudes to make the change successful. Thus, for a successful outcome, the process must include a vision, clear communication, robust leadership, contribution and culture (Grant, 2010).

Change is an initiative that must start with a vision. The vision should involve developing a future picture of the organization. Human resource should recommend a timeline that defines the milestones to be reached by both the employees and the organization. These include the key reasons for workplace changes like cost reduction or new investment in technology and the benefits of workplace changes for employees and the organization as a whole. This should be done step by step to ensure that the process is adhered to fully.

Lack of understanding or knowledge about a forthcoming change could cause resistance and negativity. Clear communication and good leadership are essential tools for guiding the organization through turbulent phases. Human resource must therefore understand the importance of clear communication with the employees to ensure a stable environment as they prepare for the future. This can be done through informal chats, formal briefings, emails, and many more.

However, rumors can hinder clear communication and the human resource practitioners must use their knowledge and skills to minimize the negative effect that the rumors can have on the process (Harkness, 2000). On the other hand, contribution involves allowing all stakeholders to be involved in the change management process while understanding the work culture of the organization that can affect the change initiative.

To effectively implement the change management process; firstly, the department must raise a feeling of urgency. Without urgency and commitment, the change process cannot be implemented. Secondly, it should form a team that comprises of a representative from all departments within the organization. The team should be tasked with the responsibility of advocating for the change, dispelling rumors and making observations then reporting with their findings to the human resource and the team in charge of the project. Appointing employees resistant to the change process, as part of the team, can prove to be advantageous in the change approach. This can be difficult in the beginning, but can pay off in the long run as resistors become highly influential and loyal advocates. Moreover it is good for the team to be trained in order to make them good change advocates.

Training is the basis for gaining knowledge and required skills about the change process in order for it implemented successfully. Ensuring that all stakeholders obtain the training required plays a major part in the change management process. In addition, the training ought to be done after all employees get educated and are aware of the need for change and benefits of supporting it. The project team should also be trained so that they can acquire the skills and knowledge necessary to implement the change. The training will be the foundation that it can use to improve and deliver training programs.

Thirdly, any resistance from the employees or other stakeholders is normal and can be proactively addressed. The change management team needs help the human resource department to manage resistance throughout the organization. This can be done by use of the resistance management processes and tools to manage the resistance. However, if the resistance is persistent, it can be a threat to the project. Therefore, taking action against those interfering with the process can be a way of removing barriers to assist in pushing the change process forward. This can serve as a positive inspiration and create assurance with the change process.

Fourthly, having short-term wins such as complimenting and rewarding productive employees while dealing with critics can create a sense of faith in the change process and build momentum. By doing this and giving honest feedback, a positive outcome can be achieved and employees are inspired. Adopting and adjusting to the change can only be successful when it becomes a normal thing. Employees should adapt to the change before transition begins. Furthermore, when the change is being implemented, employees should be motivated to change their mindsets and behavior towards the changing environment. After implementation, employees should continue adapting to the change for the organization to be successful in the future.

Lastly, it is essential to review the change management process after completion. This allows the team and human resource to assess the success, failures and identify process changes for future projects. As a result, the organization is able to continuously improve change management and ultimately achieve change proficiency. Moreover, in addition to change management process, the organization can be in a position to create a system for managing change. If the human resource department can apply these components effectively, it can ensure project success, retain respected employees, improve proficiency and reduce any negative impact that the change can have on levels of output. Therefore in order to make the change last it is necessary to adapt a new working culture that is empathetic and robust. In addition it is important for the human resource and management to closely monitor the change process even after it has been successfully implemented.

If well implemented, a good workplace change management program can support the productivity of employees and all stakeholders to produce the desired business outcomes, culture and goals (Lamprinakis, 2013). Depending on whether the change process is required to adapt in a highly competitive market, human resource should propose adequate solutions to each situation and come up with a strategy that is suited to the context in which change needs to happen. A successful change management process can make employees feel appreciated and thus be more productive and more likely to work for the organization for a longer period. The easier the transformation for employees, the quicker the organization can benefit from the change management process.

In conclusion, as the leaders of change management, the human resource department should be able to encourage and support the employees every step of the process. It should also keep in mind that the process is not direct and can have various outcomes on all the stakeholders. With this possibility, the department should therefore anticipate that employees might experience the process differently and adapt to it in different ways. Their skills in communication and training will be crucial in identifying how to the employees move through the phases both as individuals and as a group as quickly and effectively as possible.