I am working as HR Officer and also a student of HR. I want to know some practical and generic change management techniques, which are in practice globally and accepted by the HR consultants. Our firm has almost 2100+ employees and its a hospital. While changing the culture or molding their behaviors what are the possible threats and techniques to handle them. Thanks.
From Pakistan, Lahore
It is better to ask to your current employees rather than asking others because they are the best source from you can come to know about which kind of change required for organization development.
From India, New Delhi
We are going to make a survey but before the survey`s result I am just trying to broader my own knowledge.
From Pakistan, Lahore
Dear Nabeel,
As I conduct <link outdated-removed> let me add my two cents in addition to what Mrunal has suggested. You cannot have change for the sake of it. You need to do strategic audit of your organisation. Based on the report of the strategic audit, you need to make a strategic plan. Implementation of this plan would require change.
Change management is generally a domain of the very top management and it is out of purview of the lower level management. Secondly, many times people confuse personal change and organisational change. Both are absolutely different.
On Youtube, you will get very good lecture series of videos on change management. Click the following link to refer it:
All the best!
Dinesh Divekar

From India, Bangalore
Dear Nabeel,
As per my suggestion, you should do the brain storming among all employees,through which you will get different-different ideas and then do the SWOT Analysis!
Thanks & regards-
Principle Consultant
Quid-Pro-Quo Consulting Service

From India, Delhi
Dear Nabeel,
Others have given you sound advice. I am not a HR person; however, I know how to search for information. My sincere request,to bloggers like you, is to search the web and come up with answers to the doubts that you may have and post them and experts will help clear any misconceptions you may have.
I found a good article at Managing Change in Healthcare related to a hospital setting. More links at https://www.google.co.uk/#q=change+m...+in+a+hospital

From United Kingdom
Dear Mamta,

To bring change in the organisation, brainstorming session with the employees help only to the extent of bringing internal change. Employees generally give their suggestion on improvising the systems and processes, fostering collaboration among the departments, introduction of new welfare measures etc. Nevertheless, generally employees are institutionalised with the company's culture and when they start thinking, they think keeping the company's culture in mind. Therefore, to bring a strategic change, brainstorming change with the employees is one of the means but it is not adequate.

I have done facilitation on change management wherein I have used the brainstorming session and I am aware of the limitation of this tool.

In contrast, when you make strategic plan, it demands scanning external environment, doing SWOT analysis of the organisation and using other tools like Michael Porter's 5S or McKinsey's 7S. Above all, you have written that SWOT Analysis is done based on the employee suggestions. This is a grossly mistaken view about organisation's SWOT Analysis.

Take the example of Infosys. When Vishal Sikka became CEO, he was the one who identified that though Infosys had superb manpower, what they lacked was "Design Thinking" ability. Infosys, for more than three decades remained service company. Nobody thought of designing a product that defined the rules of the game. That included even Mr NR Narayanamurthy also. In his second stint for about an year in 2013-14, when he could not turnaround the company, Vishal Sikka had to be brought in.

When Mr NR Narayan Murthy came back on board of Infosys in 2013, there was criticism in the press on Infosys's failure to generate the leaders within. Infosys raised their Leadership Develop Institute in 2001 at the cost of 270 Crore. Nevertheless, after almost a decade, when crisis of leadership emerged, not a single leader could be assigned mantle of CEO. Infosys had to bring back retired person in form of Mr Murthy. When this old war horse also failed to understand the change dynamics of the market, Vishal Sikka was roped in. Can there be better example of limitations of the employees?


Dinesh Divekar

Dear Nabeel,

As per my suggestion, you should do the brain storming among all employees,through which you will get different-different ideas and then do the SWOT Analysis!

Thanks & regards-


Principle Consultant

Quid-Pro-Quo Consulting Service

From India, Bangalore

Need for change comes up in any organisation due to crisis,performance gaps,new technology,new opportunities,reaction to internal pressures, and finally change for the sake of change.

As a hospital you need to identify has there been any crisis-increased mortality among patients,falling clientele etc.

Medical field is one area where research constantly brings in new findings,technology and drugs.

New opportunities keep coming up like attracting foreign patients.Our health care systems in renowned hospitals are almost world class and can attract foreigners who get good treatment at much lower cost.

Is there any internal pressures like trade union or good staff leaving for better pastures or higher pay or feel lack of professional growth.

Change fo sake of change is not a good idea.When one wants change-starting from deep thought and examination of reasons,results and procedure and impact on the organisation needs extensive study.

Sometimes in house study and analysis does not work out because of inherent biases.

There the need of an independent consultant comes up.One who is known in the field.one who has previous experience in change management.One who will be honest enough to tell whether the proposed change is required in the present circumstances.

Change is always resisted by some,but to embrace change one must be able to see how much change benefits themselves and their work.

Also another question yo have to ask yourself

What do you want to change-is it your mission and values or technology or organisational culture/structure??

Remember change in one area will also impact other-Change in technology will impact systems,training,people,patients,employees.

Need for change requires deep analysis-how does your organisation work and which manner do you want the work now to go on and why??

Just because someone else is changing does not mean you need to change.

Biggest challenge to change is:Misunderstanding the need for change/when the reason for the change is unclear — If your employees and stake holders do not understand the need for change you can expect resistance. ...

Fear of the unknown — One of the most common reasons for resistance is fear of the unknown.

Definitely consider introducing change but with clear study,objective and goals.

use internal brainstorming with all sections of staff and then do think of external inputs and examination of the basis on which you want to proceed for Change.

From India, Pune
It is far easier to change our own behaviors than to change other people's behaviors and changing our own behaviors is nearly impossible for most of us without wanting to change and without help. Telling and insisting that others change is a fools errand and is a cause of employee disengagement.
From United States, Chelsea

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