Change Management for HR Professionals

Transcription

1 Change Management for HR Professionals SHRMA September 18, 2018 Steve Welch, Ph.D. Assistant Professor Zeigler College Of Business

2 Today What is Change Management HR s Role in Change Management General Strategies on Change Management

3 Change What Is It? CHānj/ verb 1.make or become different. "a proposal to change the law"

4 Change Management Organizational Change is about the process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization. Organizational Change Management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management.

5 HR & OCM HR owns the people side of an organization HR is looked to for leadership of all things people related How can you help your organizations change well? First you need to understand change and how change impacts people

6 Cross Your Arms

7 What Did You Experience? Odd Uncomfortable Different Resistance? Questioning? Easy Pride Accomplishment Other

8 Stages of Organizational Change People go through stages of change Typically a predictable cycle Each person, team, group can move through them faster, slower, take steps back

9 Change Stage Exercise These are the stages: Depression Frustration Acceptance Experiment Shock Integration Denial At your tables, complete the form listing the order that you believe stages of change occur We will discuss the typical order and see how you did.

10 Kubler-Ross Change Curve

11 The Stages Entering Concern Shock Employees may not be able to comprehend or digest the change Denial Employees may not believe or want to believe that they may have to undergo change Frustration Anger may arise and employees may look to blame themselves, you, the organization Depression Emotions and feelings such as sadness, regret, guilt, internalization, demotivation

12 The Stages Coming Into Performance Experiment Toes in the water, realizing that earlier stages won t change things, positive movement Acceptance Realization that fighting the change won t help the issue go away Integration Active participation in the change

13 What Do Leaders (HR leaders) Do at Each Stage? Shock and Denial Communicate, provide information, repeat repeat repeat, create alignment Frustration Similar, but with increased intensity, and asking for input about the concerns. You cannot communicate too much! Depression Focus on possibilities, positive outcomes Experiment Demonstrate support, encourage, skill development Acceptance & Integration Show positivity and appreciation, recognize accomplishments

14 What Do HR Leaders Do Prior to Change? Educate the leaders of change about the process of change. Teach them what they may expect through the change management process. Teach other supervisors and managers what they will experience and need to do during change. Advocate for the managers and the employees when you see needs, when you hear questions/concerns/successes. Demonstrate good change management practices in changes HR initiates, and with your HR staff.

15 HR Needs to Support the Roles Managers and Supervisors Play in Change Management

16 Managers Need to Be Communicators Employees want to hear change messages about how their work and their team will be affected by a change from the person they report to. The answers to the following questions are best delivered by an employee s immediate manager: What does this change mean to me? What's in it for me? Why should I get on board? Why are we doing this? HR Do your best to provide managers with this information, or direct them to the source

17 Managers Coach Their Employees The role of coach involves supporting employees through the process of change they experience when projects and initiatives impact their day-to-day work. Provide information and communication that creates: Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change Because of your relationship, managers and supervisors may come to HR to help them coach individual employees through this change process and help them address the barrier points that are inhibiting successful change.

18 Managers Advocate For The Change Employees look to their supervisors not only for direct communication messages about a change, but also to evaluate their level of support for the change effort. If a manager only passively supports or even resists a change, then you can expect the same from that person's direct reports. Managers and supervisors need to demonstrate their support in active and observable ways. The key is this: managers and supervisors must first be onboard with a change before they can support their employees. HR needs to help managers get there first.

19 Managers are the Link To Decision Makers Managers and supervisors are critical to providing feedback and information to decision makers/change team Provide input early regarding how employees will feel, how to best communicate change, skills or resources needed to make the change effective Provide feedback along the progress about what is working well as much as what should be addressed HR can be that liaison between managers and decision makers.

20 Well, You Are An Employee Too!

21 Summary Communication and change are difficult and some of the biggest management challenges Communication during change is even more critical Applying these concepts will help HR Professionals be: Invaluable to Sr. leaders in strategic change efforts Invaluable to your organization s managers Invaluable in your organization s employees Amazing change managers for HR initiatives!

22 Challenge What s 1 thing you can change after participating today?