Change Management for HR Professionals

SHRMA September 18, 2018

Steve Welch, Ph.D.Assistant Professor

Zeigler College Of Business

Today

• What is Change Management• HR’s Role in Change Management• General Strategies on Change Management

Change – What Is It?

CHānj/verb1.make or become different."a proposal to change the law"

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.

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

Cross Your Arms

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

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

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.

Kubler-Ross Change Curve

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

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

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

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.

HR Needs to Support the Roles Managers and Supervisors Play in

Change Management

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

Managers Coach Their EmployeesThe 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.

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.

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 addressedHR can be that liaison between managers and

decision makers.

Well, You Are An Employee Too!

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!

Challenge

What’s 1 thing you can change after participating today?