Managing Change: The Role of HR

Managing Change: The Role of HR Dr. Elijah Ezendu FIMC, 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 project
Explain the importance of change initiative
Conduct evaluation of change using appropriate analytical tools
Develop 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 Change Agent 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 Agent
Provide impetus for conducting change at every organisational stratum
Provide structured framework for change
Align top management with other employees
Develop requirements for appropriate organisational agility
Identify and establish workable change management processes
Reinforce change management communication as a driver for attainment of effective change
Act as overwhelming influence for successful change

Operational Spheres of Change Agent D A G F E C B Change Agent 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 obsolete Progressive: 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 Industry Competitors Buyers Substitutes Potential Entrants Social Shifts Technological Shifts Demographic Shifts Ethical Shifts Economic Shifts Environmental Shifts Political Shifts Legal Shifts

Implementation Phase
Lewin’s model
Kotter’s model
Lippitt, Watson and Westley model
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 Model
1. 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 Case
Sakuzer 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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Managing Change: The Role of HR

by Elijah Ezendu on Jun 28, 2010

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