Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.

1. CHANGE MANAGEMENT
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2. Human resource management refers to the
policies and practices involved in carrying out
the “people” or human resource aspects of a
management position including recruiting,
screening, organizational change management
, training and development, rewarding and
appraising.
Gary Dessler
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3. ACQUISITION
TRAINING &
DEVELOPMENT
APPRAISAL
COMPENSATIONLABOR RELATIONS
CHANGE
MANAGEMENT
ORGANIZATIONAL
DEVELOPMENT
HUMAN
RESOURCE
MANAGEMENT
HRM PROCESS
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4. 4Beenish Tariq Zuberi

5. MEANING OF CHANGE
• Make or become different. Give up or get rid of
(something) in exchange for something else.
Oxford dictionary
• To exchange one thing for another thing, especially
of a similar type. To make or become different.
Cambridge dictionary
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6. DEFINITION OF CHANGE
• Change is an act or process through which
something becomes different.
• Change is a common and /or natural even
inevitable.
• There is a constant in the universe and that
is change.
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7. TYPES OF CHANGES
• Planned Change is change resulting from a
deliberate decision to alter the organization. It is an
intentional, goal – oriented activity.
• Unplanned Change is imposed on the organization
and is often unforeseen.
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8. DEFINITION
Change Management is a systematic activity to
prepare an organization for implementing ongoing
organizational changes in a business operation.
Change Management is about innovative strategies
and speedy activities to deal with variable and sudden
changes.
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9. • Change Management is a continuous process
which can address the large part of business
operation from planning to controlling, i.e.,
organization governance structure, product
development, customer satisfaction.
• The purpose of change management is to
implement strategies for effecting change,
controlling change, helping people to adopt change.
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10. ORGANIZATIONAL CHANGE MANAGEMENT
• Organizational change is both the process in which
an organization changes its structure, strategies,
operational methods, technologies, or
organizational culture to affect change within the
organization and the effects of these changes on
the organization. Organizational change can be
continuous or occur for distinct periods of time.
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12. ORGANIZATIONAL DEVELOPMENT
Organizational Development
(OD) is a planned approach
to improve employee and
organizational effectiveness
by conscious interventions in
those processes and
structures that have an
immediate bearing on the
human aspect of the
organization.
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13. OD
CRITERIA
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14. FEATURES OF OD
• OD is an educational strategy that attempts to bring about a
planned change.
• OD related to real organizational problems instead of
hypothetical cases.
• OD related uses sensitivity training methods and lay
emphasis on the experiment of based training.
• Its change agents are almost external consultants outside of
the organization.
• The external change agents and internal organizations
executives establish a collaborative relationship that involves
mutual trust, influence and jointly determined goals.
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16. TRENDS SHAPING CHANGE MANAGEMENT
GLOBALIZATION
AND COMPETITION
TRENDS
TECHNOLOGICAL
TRENDS
CULTURE AND
SOCIETY
TRENDS IN THE
NATURE OF WORK
WORKFORCE AND
DEMOGRAPHIC
TRENDS
ECONOMIC
CHALLENGES AND
TRENDS
TRENDS IN
CHANGE
MANAGEMENT
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17. External Forces
Internal Forces
Forces of
Change
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18. THEORIES
OF
PLANNED
CHANGE
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19. PROCESS OF CHANGE MANAGEMENT
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20. CHANGE AGENT
• Change agents may be
either external or internal.
• Change agent is anyone
who has the skill and power
to stimulate, facilitate, and
coordinate the change
effort.
• Strategic Adviser
• Systems Design and
Developer
• Organization Change
Agent
• Instructional Designer
• Individual
Development and
Career Counselor
• Coach / Performance
Consultant
• Researcher
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21. REDUCE LEARNING ANXIETY AND CREATE
“PSYCHOLOGICAL SAFETY”
• Involve the “change targets” in all the steps of the learning
process.
• Provide a vision of a path.
• Provide a safe environment for learning (practice field).
• Provide the time and resources necessary for learning.
• Provide first steps and a direction.
• Work in groups.
• Provide coaching and help.
• Reward small steps in the right direction.
• Work in a supportive climate (norms that support error
embracing). 21Beenish Tariq Zuberi

22. THE TRANSFORMATION POINT
• Low stability: High chaos
• High emotional stress
• Control becomes a major issue
• High undirected energy
• Glorifying the past
• Conflict increases
• Resistance starts to build
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23. “POSITIVE” RESPONSE TO CHANGE
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24. POSITIVE RESPONSE TO CHANGE
S. No Stage Response Action Outcome Effects
1
Uniformed
Optimism
Certainty
Focused on
doing rather than
thinking about
difficulty
Blissful
ignorance
Excited
2
Informed
Pessimism
Doubt
Frustrated by
facing challenges
and anxious
Informed
anguish
Checking
Private-Lose
interest
Public- Not
handle criticism
3 Hopeful Realism Hope Realistic Support
Able to solve
problems
Understand
transformation
4
Informed
optimism
confidence Coming in terms
Effective course
of action
Accepting &
Expecting
change
5 Completion Satisfaction Agreeable Reach your goal
To cherish a
desire with
anticipation 24Beenish Tariq Zuberi

25. “NEGATIVE” RESPONSE TO CHANGE
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26. NEGATIVE RESPONSE TO CHANGE
S. No Stage Response Action Outcome Effects
1 Stability Active
Dependability on
issue/ cannot run
away
Involved Flexible
2 Im-mobization Passive
Initial paralysis at
hearing the bad
news
Choas Anxiety
3 Denial Resistance
Try to avoid the
change
Uniform Pressure
4 Anger Negative
Outpouring of
bottled-up
emotions
Major road
blocks
High undirected
energy
5 Bargaining Negotiation
Seeking for a way
out
Included Committed
6 Depression Un-notice
Realization for
envitable
Informed Stress
7 Testing Paradigm Shift
Seeking realistic
solution
Aware Establishing
8 Acceptance Agreeable
Finding the way
forward
Consulted Exploration
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27. WHY CHANGE FAILS
TOP BARRIERS IN MAJOR CHANGE PROGRAMS
1. Competing resources 48%
2. Functional boundaries 44%
3. Lack of change skills 42%
4. Middle management 38%
5. Long IT lead times 35%
6. Communication 34%
7. Employee opposition ( resistance) 33%
8. Initiative fatigue 32%
9. Unrealistic timetables 31% 27Beenish Tariq Zuberi

28. MAKING CHANGE SUCCEED
Factors that helped successful companies
achieve their goals.
1. Good communication 100%
2. Strong mandate by senior management 95%
3. Setting intermediate goals and deadlines 95%
4. Having an adaptive plan 91%
5. Having access to adequate resources 86%
6. Demonstrating urgency of change 86%
7. Setting performance measures 81%
8. Delivering early , tangible results 76%
9. Involving customers and suppliers early 62%
10. Benchmarking V’s competitors 62%
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29. WHAT TO EXPECT FROM CHANGE
1. No matter how positive , promising or
proactive the change is, expect a sense of
loss
2. No matter how competent and committed
stakeholders are , expect a sense of
confusion
3. No matter how loyal employees are, expect
some initial skepticism and an increase in
“me” focus
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30. CHANGE COMMUNICATION
• Change Communication is a interactive process
with organization or communities to precise
behaviour or actions you are wanting to influence or
change.
• Communication is interchange of thoughts, ideas,
opinions, or information by speech, writings or
signs.
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31. CHANGE COMMUNICATION
• Introduces, educates and informs target
audiences about change efforts.
• Creates awareness, understanding and
dialogue among stakeholders
• Establishes the message, channels and on
going feedback processes between
management, employees, customers and
suppliers
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32. CHANGE COMMUNICATION CHANNELS
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33. 5 KEY COMMUNICATION POINTS
• Rationale: Why the change is occurring
• Vision: What the organization will look like in the future
• Plan: How and when the organisation plans to make these
changes
• WIIFM?: Why they should support the change
• Resources: Who is supporting the change, sponsors,
change agents
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34. SIZING THE CHANGE
• Scope the Change (workgroup, department, division,
enterprise)
• Determine Number of Individuals Impacted
• Define Change Type (policy, process, system,
organization, job roles, etc.)
• Determine Amount of Change (incremental
improvement v. dramatic change)
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35. CONCLUSION
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