HR as the change agent

9/07/13

As we continue to explore the topic of HR, the change agent, it is important to note that in some cases, change initiatives fail due to HR's failure to be the credible activist. The one who's called to implement and sustain change through reliable and consistent practices. In such cases, the change is treated as an event rather than the sustained pattern of events that would lead to a successful change process. The failure can also be due to a lack of accountability. To lead change effectively, leaders must hold themselves accountable as well as holding employees accountable. HR leaders must work with management to address training issues and develop the necessary tools to equip employees and leaders to support the change. HR must also be sure to develop communication practices that will facilitate the sharing of information between the various teams involved in the change process (Ulrich et al, 2012, ch. 6).

 At work, a few years ago the implementation of an automated system changed our team's function. In the initial phases of the implementation, HR was not too effective at addressing people's concerns and fears about the change. Although it was involved in monitoring the communication between the teams and stakeholders, perhaps due to a lack of understanding or knowledge of the context for the change, it did not do a good job at articulating the anticipating business changes that would result from the implementation. As a result, initially the change did not obtain the employee buy-in that would lead to a seamless process. As this began to affect daily business operations, eventually HR's role became that of the much needed credible activist and change champion. As it gained more knowledge on the business context it was able share details about the process with the employees and get the much needed buy-in. HR's roles included addressing training needs, keeping everyone informed of new initiatives and opportunities, including business expansion that would result from this change. HR continues to play a leading role in sustaining efforts for the system to this day.

Susan Heathfield (n.d.) suggests that executing successful change requires minimizing employee dissatisfaction and resistance to change. In today's business environment the HR professional is required to function as a change mentor.

Mind Tools (n.d.) provides some ideas on how to implement change powerfully and successfully. Based on Kotter's 8-step change model, change should be planned carefully, with the proper foundation and patience to improve the chances of success. Successfully implemented changes become part of an organization's culture.


References:

Heathfield, S., (n.d.). The new role s of the human resources professional. Retrieved from http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm

Mind Tools, (n.d.). Kotter's 8-step change model: Implementing change powerfully and successfully. Retrieved fromhttp://www.mindtools.com/pages/article/newPPM_82.htm

Ulrich, D., Younger, J., Brockbank, & Ulrich,M . (2012). HR from the outside in: six competencies for the future of human resources. SRHM. ISBN978-0071802666