Hi,
This is Priyaka. My organisation 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, activities that are needed to support the people side of change. Kindly throw some light on the HR initiatives incase your organisation has gone through a similar change.
From India, Mumbai
This is Priyaka. My organisation 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, activities that are needed to support the people side of change. Kindly throw some light on the HR initiatives incase your organisation has gone through a similar change.
From India, Mumbai
Dear Pryanka
Fear & resistence to change comes about because of lack of communications. So, first and foremost, a communications strategy must be developed and implemented. Implementation will be an on-going process with continual verification for suitability and possible updating during different stages of change.
HR alone will not be able to create an effective change. You need to work with different business leaders to do so. But 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 & 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 teambuilding interventions to bring everyone up to the same level again.
You may also look at conducting an Employee Climate Survey to pin-point the exact "hot-spots" and design programs or initiatives to address them in accordance to priority. Results of the survey will be used as the HR roadmap to change. A 2nd Employee Climate Survey should be conducted a year later to determine effectiveness.
Training in change is also critical. Changes that requries the use of a new IT system, changes in a previous SOPs, etc indicates that employees need to quickly be equipped with this new knowledge in order for them to be effective.
Regards
Autumn Jane
From Singapore, Singapore
137Fear & resistence to change comes about because of lack of communications. So, first and foremost, a communications strategy must be developed and implemented. Implementation will be an on-going process with continual verification for suitability and possible updating during different stages of change.
HR alone will not be able to create an effective change. You need to work with different business leaders to do so. But 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 & 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 teambuilding interventions to bring everyone up to the same level again.
You may also look at conducting an Employee Climate Survey to pin-point the exact "hot-spots" and design programs or initiatives to address them in accordance to priority. Results of the survey will be used as the HR roadmap to change. A 2nd Employee Climate Survey should be conducted a year later to determine effectiveness.
Training in change is also critical. Changes that requries the use of a new IT system, changes in a previous SOPs, etc indicates 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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