Transcript
Managing Change: The Role of HR
Dr. Elijah EzenduFIMC, FCIM, FIIAN, FBDI, FSSM, FAAFM, FAAPM, FCCM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC
Learning Objectives
At the end of the course, participants should be able to do the following:
Identify role of HR in Change Management Identify the appropriate relationship between HR
and internal customers during a change projectExplain the importance of change initiativeConduct evaluation of change using appropriate
analytical toolsDevelop strategic change report
“A method of problem solving…..moving from one state to another – from the problem state to the solved state.” – Ramesh Mehay
“the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization”. - BNET Business Dictionary
“Change Management is preparation for major changes in the present and the future, as a means of strengthening the agility, the internal resilience, and the peripheral vision of the organisation.”
- Peter Gumpert
Dave Ulrich Model of HR Roles
IPMA Model of HR Roles
Leader
Business Partner
ChangeAgent
HR Expert
“Of course change management isn’t restricted exclusively to HR. Line managers are the owners of change while HR can be seen as its architect, facilitator and designer. Nobody ever said that only HR manages change.”
- Dave Ulrich
Change management is a core HR Professional Skill, leveraging on people dynamics and organisational systems for planning, executing and coordinating change-direction and human capital control at the pre-change, active change and post change phases.
HR as Change Agent1. Provide impetus for conducting change at every
organisational stratum2. Provide structured framework for change3. Align top management with other employees 4. Develop requirements for appropriate organisational
agility5. Identify and establish workable change management
processes6. Reinforce change management communication as a
driver for attainment of effective change7. Act as overwhelming influence for successful change
Operational Spheres of Change Agent
D
A
GF
E
CB
ChangeAgent
Elijah Ezendu, Change Management
Requisite Abilities for Change Agents• Diagnose Problems• Build Relationships with Clients• Ensure Vision is Properly Articulated• Set Leadership Agenda• Solve Problems• Implement Plans to Achieve Change Goals• Tolerate Ambiguity• Manage Conflict• Manage Projects• Mitigate Resistance• Manage Risk• Coordinate Effective Communication• Apply knowledge of business, products and work processes
Adapted from Dave Ulrich and Other Commentators
“Successful organizational change is about coordinating the four different leadership roles in an organization to produce employees that are Ready, Willing, & Able to Change.”
- Randal Breaux, Managing Organisational Change
Change Agent in a Nutshell• A Change Agent is a person tasked with creating
needed employee behavior change• Successful organizational change is about
coordinating the four different leadership roles in an organization to produce employees that are Ready, Willing, & Able to change
• Good Change Agents know how to manage upwards effectively.
• Only successful change projects can fuel long-term improvement in an organization’s change environment.
Adapted from Holland & Davis
Multiple Roles of HR as Change Architect
Two Phases of HR Role in Change Management
• Planning• Implementation
Planning Phase• Evaluation of Viewpoint• Strategic forecasting of Initiatives and
directions• Development of business strategy for
initiatives and directions• Determination of action points and elements
of execution• Identification of performance targets for
action points.• Establishment of communication plan
Evaluation of Viewpoint
The management should identify the need for change in a specific area, and resolve its attributes with the aim of protecting strategic interest of the firm.
Strategic Forecasting of Initiatives and Direction
This involves the use of analysis, synthesis and review for determination of appropriate initiative and direction. Probable initiatives should be evaluated using STEEPLED analysis, Issue analysis, SWOT analysis, and Stakeholder analysis.
Industry direction should be identified by using four trajectories of industry change analysis.
The specific forces of change in the industry and their impact can be ascertained to a reasonable level by using driving forces analysis.
Thereafter, several permutation levels of industry direction and feasible action points of the organisation shall be appraised by using Thirteen Forces analysis.
Change Initiatives
• Leadership Change• Cost Change• Quality Change• Process Change• Cultural Change• Strategic Change
Four Trajectories of Industry Change Analysis
This tool was developed by Anita McGahan in 2004. It’s used for identifying and understanding change in an industry, so as to know whether to move out of it.
How to Conduct Four Trajectories of Industry Change Analysis
• Identify all the core assets and core activities of an industry.• Check-up threats to the core assets and core activities.• Identify the trajectory of industry change occurring in the
industry using the format below:(Radically: Core assets and core activities are threatened to become obsoleteProgressive: Core assets and core activities are not affected.Creative: Core assets are threatened but core activities are stable.Intermediating: Core activities are threatened but core assets still have capacity to create value.
• Establish appropriate course of action.
Driving Forces Analysis
This tool is used for identifying the driving forces of change and uncertainties in an industry, in addition to assessing their impact, in order to proffer solution.
How to Conduct Driving Forces Analysis
• Identify all the main driving forces in a particular industry.
• Assess and rank the impact of each driving force.
• Consider impact and proffer solution.
Identifying Driving Forces
Every set of stakeholders within a particular industry and the ensuing macroenvironmental factors would be examined in order to find out associated driving forces.
Assessing and Ranking Driving Forces
A rating system of 1 to 10 (signifying weak to strong) can be used to mark the strength of each driving force as well as the ease of influencing it. Thereafter, the sum of strength and influence would be used to determine rank of each driving force.
The Thirteen Forces
Suppliers IndustryCompetitors Buyers
Substitutes
PotentialEntrants
SocialShifts
TechnologicalShifts
DemographicShifts
EthicalShifts
EconomicShifts
EnvironmentalShifts
PoliticalShifts
LegalShifts
Implementation Phase
1. Lewin’s model2. Kotter’s model3. Lippitt, Watson and Westley model4. Prochaska and DiClemente model
Lewin’s Model
• Unfreeze the status quo• Movement from current level to a new
equilibrium• Refreeze the new values to achieve stability in
new equilibrium
Kotter’s Model
• Unfreeze to overcome resistance, while coordinating the employees towards the new vision
• Movement by establishing lines of action for every employee to participate and celebration of short term success
• Refreeze by institutionalizing the new act
Lippit, Watson and Westley Model1. Diagnose the problem.2. Assess the motivation and capacity for change.3. Assess the resources and motivation of the change agent. This includes
the change agent’s commitment to change, power, and stamina.4. Choose progressive change objects. In this step, action plans are
developed and strategies are established.5. The role of the change agents should be selected and clearly
understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert.
6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step of the change process.
7. Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will occur when the change becomes part of the organizational culture
Prochaska and DiClemente Model
• Pre-contemplation• Contemplation• Preparation• Action• Maintenance
Change Management CaseSakuzer Sacramento Limited is a manufacturing firm that
had been a regional market leader for over two decades. The prevailing culture therein emphasizes sales and marketing orientation instead of customer-centricity. It’s average innovation drive and value engineering has been focused on state of technology and arts. However, the rise of new regional market leaders forced the levers of competition unprecedentedly, and pushed down the firm’s aggregate performance. The decision profile of the top management calls for jettisoning internally protective culture and reposition corporate competitiveness. As the HR Director, you are required to coordinate the HR team in developing Strategic Change Report.
Merci Beaucoup
For additional information: Dr. Elijah Ezendu
elezendu@yahoo.com, 08033024596
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