Change management is defined as the discipline which guides how we can equip, prepare and support individuals to successfully adopt the change in order to drive organisational outcomes and success.
While all changes are particular and all individuals are unique, decades of research shows that there are actions which we can take to influence people in their individual alterations. Change management provides a structured approach for the people supporting the individuals in your organisation to move from their own current states to their own future states.
Organizational Change Management is needed when the enterprises undertakes a program or event that interrupts their daily operations. Such an undertaking will impact:
The work content of individual jobs. Many jobs requires individuals or groups to perform tasks consistently. An accounting department has annual, monthly, weekly and daily activities. Over the time, most people become comfortable with the tools provided and the rhythm of the work calendar. Even simpler changes may disrupt the workflows and be disturbing for the staff.
The roles of individual employees. Many people view their value to the organisation as being a good technical security specialist, architect or programmer. When people are asked to take on a different role, they may also become very uncomfortable. People with extraordinary technical skills often struggle when it's asked to become managers. Rather than just performing all of the tasks, they have to learn work through other people around. Once they are no longer been rewarded for their skills that made them successful, employees may have questioned their purpose.
The organization itself. Executive teams often debate major changes for months before making final decisions, enabling every member to gain a deeper understanding of the effects the change will have on the organization. Even if they don’t agree with final decision, they have the time to determine whether to accept new direction or to depart gracefully. Individuals who are in lower hierarchy rarely have the time to process major changes. Executives do not want their employees to worry about the events that may never happen until it is pretty clear the change will take place in organization. In addition to that, tighter insider trading could enforce and prohibits executives from sharing the information about upcoming acquisitions, mergers and diversities. As of now, the individuals who are not the part of executive team has much less time to prepare for the planned change and may also decide to leave while the change undertook, making change management is more difficult.
Organization change management programs often require several things in order to be successful:
The right executive sponsor. Sponsorship is very critical. The Organization Change Management sponsor is responsible for developing the case for a change and obtaining the necessary Organization Change Management resources. For this, the sponsors needs the support of the Chief Executive Officer to make it more clear that the effort is more important.
The sponsor should understand that the case for change is clearly enough to have a detailed discussion about the challenges which are created the need for the different way of operating. Indivisual should be confident enough to confront skeptics and close enough to the details in order to justify the approach that are selected and the reasons are the alternatives which were rejected.
The sponsor needs to understand that the impact on the employees. Good sponsors are always concerned about the people who will be affected by the change that will happen. These sponsors often communicate honestly while treating everyone fairly and with a respect. Rather than simply relating to the facts, but they take the time to listen to people and to empathize with the staff who dislike the new way of operating. If people are to be expelled or reassigned, sponsors should know that when it will happen and how everyone in the organization will be treated. Theys should also explain why the change was mandatory, and do whatever they can to smooth the transition process for individuals whose jobs are transformed or changed. The best sponsors could also help everyone who are losing a job and to find the next opportunity.
Cultural willingness is to adapt and change. All organisations resist to change to some degree, but the ones that follow the assumption “if it ain’t broke don’t fix it” often need a major wakeup call in order to behave differently. The public revelation of sexual misconduct allegations against Harvey Weinstein provides a dramatic example of call to address a long standing problem. A number of enterprises that had done a little to stop the sexual harassment suddenly took some action.
Skilled change management that teams to embrace the organisation’s emotional energy. They also use company language, behaviour and stories to emphasise those parts of the current culture that is aligned with the planned change. These teams also celebrate behaviours they wish to encourage by publicly recognising individuals exhibiting these behaviours. Change management teams to use every opportunity to reinforce the way the change helps the organisation.
Individual willingness to change. Individuals must be willing to examine new information and adopt new behaviours and approaches. Since most people prefer to the status quo, this could be difficult. Typically, most people only accept changes that will make sense and improve their job content or their work environment.
Rewards and consequences. Major changes need to be reinforced by rewards and consequences. Individual's performance plans with specific, measurable results is needed to reinforce the desired future state. Individuals who would meet their objectives need to be rewarded appropriately and those who do not need to face consequences.
A consulting firm, wanting broader market recognition, encouraged all partners to speak up at industry conferences and to write for the industry publications. Several partners have became very successful at both. While their articles and talks have generated new business, the client revenue each partner managed actually has decreased. When compensation plan did not reward them sufficiently for the additional firm revenue to offset their decreased client revenue, they were very unhappy. The firm’s leadership team had to adjust the compensation plan quickly in order to prevent the partners from leaving.
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