Hi,
This is Priyaka. My organization is currently undergoing a structural change. While aligning HR processes and policies to support the change is part of transactional activities, could someone please help me with programs and activities that are needed to support the people side of change? Kindly shed some light on the HR initiatives in case your organization has gone through a similar change.
From India, Mumbai
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This is Priyaka. My organization is currently undergoing a structural change. While aligning HR processes and policies to support the change is part of transactional activities, could someone please help me with programs and activities that are needed to support the people side of change? Kindly shed some light on the HR initiatives in case your organization has gone through a similar change.
From India, Mumbai
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Dear Priyanka,
Fear and resistance to change come about because of a lack of communication. So, first and foremost, a communication strategy must be developed and implemented. Implementation will be an ongoing process with continual verification for suitability and possible updating during different stages of change.
HR alone will not be able to create effective change. You need to work with different business leaders to do so. However, as business leaders themselves are employees of the organization who may or may not be affected by these changes, you need to equip them with the right mindsets and tools in order for them to advocate the benefits of change in their respective business or divisions. Leadership or executive coaching is a good way to start.
When change is or has taken place, a previously cohesive team may be displaced. You may like to explore some team-building interventions to bring everyone up to the same level again.
You may also look at conducting an Employee Climate Survey to pinpoint the exact "hot-spots" and design programs or initiatives to address them in accordance with priority. Results of the survey will be used as the HR roadmap to change. A second Employee Climate Survey should be conducted a year later to determine effectiveness.
Training in change is also critical. Changes that require the use of a new IT system, changes in previous SOPs, etc., indicate that employees need to quickly be equipped with this new knowledge in order for them to be effective.
Regards, Autumn Jane
From Singapore, Singapore
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140Fear and resistance to change come about because of a lack of communication. So, first and foremost, a communication strategy must be developed and implemented. Implementation will be an ongoing process with continual verification for suitability and possible updating during different stages of change.
HR alone will not be able to create effective change. You need to work with different business leaders to do so. However, as business leaders themselves are employees of the organization who may or may not be affected by these changes, you need to equip them with the right mindsets and tools in order for them to advocate the benefits of change in their respective business or divisions. Leadership or executive coaching is a good way to start.
When change is or has taken place, a previously cohesive team may be displaced. You may like to explore some team-building interventions to bring everyone up to the same level again.
You may also look at conducting an Employee Climate Survey to pinpoint the exact "hot-spots" and design programs or initiatives to address them in accordance with priority. Results of the survey will be used as the HR roadmap to change. A second Employee Climate Survey should be conducted a year later to determine effectiveness.
Training in change is also critical. Changes that require the use of a new IT system, changes in previous SOPs, etc., indicate that employees need to quickly be equipped with this new knowledge in order for them to be effective.
Regards, Autumn Jane
From Singapore, Singapore
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