You’re future’, 37% are worried about the

You’re sitting at
your workstation, contemplating why things aren’t running smoothly. The
processes that has been adapted are hindering efficiency and output, there’s a
lack of communication at workplace and the work has gotten uninspiring and
unyielding. You recognize, the organization is seeking a change but you don’t
know what to do and how do you go about it?

Whether a merger
and acquisition or just a relocation, change is all around us. And in today’s
nature of business, the gap between pertinence and obsolescence has the
potential to grow wider every day. If organizations are to stay relevant then
they must adapt to change, but they must do so before it is too late.

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The HR is no
longer just confined to the regular duties.  The stiff competition in today’s businesses demands
an HR, due to it being an all-encompassing field, to help support in bringing
about the change through a dynamic structure that reflects the organization’s
shift and approach of going about its business and handling people.

We
are living through a fundamental transformation in the way we work. Automation
and ‘thinking machines’ are replacing human tasks and jobs, and changing the
skills that organisations are looking for in their people. According
to PwC report on ‘Workforce of the future’, 37% are worried about the
automation putting job at risk up from 33% last year. These momentous changes raise huge organisational and HR challenges. And
we need to be prepared for it.

Couple
this with the millenials’ who are inundating the workforce, we find it more
challenging. The millenials’ will make up 75% of the workforce by 2020. With an intertwining of the generational change and the
traditional structures, the needs and work habits of millennials have become
important factors in how change initiatives are implemented and hence it is
imperative for an HR to evaluate different perspectives on the impact the young
workforce is having on change management.

With
uncertainty looming large in this age of disruption and digital transformation,
dealing with the implications not only requires change actions but it calls for
buy-in from the individuals affected by it. This can be done only by
emotionalizing those individuals. In other words, a game changing behavior to
complement the traditional change management activities.Before
we dwell into how an HR can act as a facilitator to change, it’s important to
gauge the underlying factors that causes resistance to change in an
organisation.  The info-graph
paints a clear picture. The extent of the success of change initiatives depend
largely on the employees’ attitude, behavior of the management and the
understanding of the culture. Before embarking on change, the HR needs to
clearly understand the organization culture, have a compelling case to change
that can motivate employees and empower them to adapt to change with
facilitation and compassion. Because real change happens at the bottom of the
organization.

While the theories
of change management suggested by Kurt Lewin and Kotter are significantly
helpful to deal with the changes, one thing that needs to be addressed time and
again is the behavior of the employee in different situations. The pillars to
managing this and driving change successfully are an effective strategy,
involvement of employees and communication as understood by the info-graph.

There’s never a
unanimous vote of confidence when it comes to change. But individuals wouldn’t
mind the change if they’re given a chance to have an impact on the process of
change. Creating an environment where the individuals feel that they have the
power to initiate change is essential. Involving employees in making small but
meaningful decisions, rewarding the one’s who’re positively working towards
change and sharing information with all the employees frequently, and not
leaving anyone behind are effective ways of engaging employees and steering
towards change.

All of the
strategizing is a waste if there isn’t any room for effective communication. It
needs to be understood that communication is a two-way street and for
meaningful outcomes there has to be a discussion. Communicate frequently and
more so, consistently with all the employees, the context and purpose of the
change and celebrate each win publicly.

With the course of
change set in place, it is also vital to see through to fruition. Monitoring
the entire process right until the change is anchored in the culture of the
organization is a job well done!