Organizational change is never an easy process for organizations, its employees, its suppliers and all stakeholders involved. It becomes even more complicated when the change has to be effected in an ever changing environment where the targets of success are ever changing. Too many complex change projects become a menace for Performance Effectiveness hence the HR’s role with people management needs to be put into the correct perspective.

Change impacts staff members

At the center of all change is the people in the company. HR needs to be cognizant of the role that they need to play in order to get the change not only to be acceptable in the workplace but acceptable in the staff’s mind. Change is planned at the top but it is implemented all over the company at different levels.

Contemporary organizations are going through many changes brought about due to many reasons to which employees would have their own opinion of the real reason why the change is occurring.

Common Reasons for Change that the HR must explain and understand

Change will happen and the HR Director or Manager needs to know why change is occurring in order to be able to put it across to staff members. Change in an organisation can be occurring due to the following reasons;

• Mergers and acquisitions – Whether it is one company consolidating with another or company takeovers, this has become characteristic for the contemporary organization. There is need to standardize not only systems and processes but also values and operational culture, at the same time being sensitive to issues around diversity and inclusion (people agenda issues!)
• The need to keep up with the highly Volatile, Uncertain, Complex, Ambiguous and Hostile (VUCAH) environment. The types of changes and the speed required to turn things around has reached alarming level. Only those with capacity to be proactively ahead of the game will survive – especially the ability of their people to move at the expected speed, enthusiasm and engagement level.
• The global high-tech environment, the speed with which technology is influencing business systems and operations is at an alarming level – with alarming effect on the people. Sensitivity to people’s feelings, views, fears, emotions is key to ensure successful turnarounds.
•  Diversity and inclusion, with such topical global differential issues like generational, cultural, religion, gender, physical and mental disabilities, language and communication, there is no way it can be business as usual for organizations.

HR must take the lead

With all the above in mind, it is time Human Resources leaders reflect deeply on how to align the people agenda to all the changes surrounding people in organizations at the same time striking a balance with all the sensitivity that people bring forward to the workplace. People are different from systems, processes, infrastructure etc. in the sense that they have feelings, which leaders cannot ignore! The HR Director as the expert “people” advisor to all leaders has to be ahead of the game plan to ensure that any changes surrounding the business today and in the future have the people agenda adequately covered.

Alignment of the people agenda in organizational change

To do this, they need the support from the CEO. Whilst research has shown that most CEOs confirm that ‘people are the most important asset’ of an organization, it is time to take a few steps back, and ask whether they mean this sincerely, supported by reality and actions or it is just an ‘espoused’ belief. Most HR professionals would agree that reality is far from actuality in this regard, which then calls for another big reality check question, as the HR Director/Manager, do you have the capacity to look your boss in the face and guide them on ‘walking the talk’ on that espoused view? Or you are so concerned by your job security that you let it be? What relationship do you share with the boss? Are you a ‘yes’ practitioner, telling the boss only what they want to hear and agreeing with all their points regardless of the professional implications on the people agenda of the organization. ‘Yes’ HR leaders do not have space in this aggressive and hostile environment. The CEO needs expert guidance; it is time all HR professionals take on that stance.

 I am making a bold stance on all organizations to do a reality check on who they have entrusted with leading and driving the agenda of the most important asset of the organization. A yes HR boss will not win in this environment! It is time the HR professionals assert their professionalism and be the right hand person of the CEO on delivery of the organizational goals! Experience has taught me that, once people are aligned to the change agenda, performance effectiveness is assured!

Tips to HR Directors for Effective Change Management

• Proactively be ahead of the game in-terms of HR systems and processes that enhance organizational effectiveness, and ensure an approved budget for these;
• Use data/numbers to support your budget. Be able to quantitatively and qualitatively provide projections on the benefits of your proposed initiatives in a way that is convincing. No room for insipid statements without support from numbers.
• Understand your boss, having a ‘sound professional relationship’ with them, i.e. be able to advise and guide them objectively and truthfully no matter how sensitive the issues are, including those involving them as the big bosses!
• Be prepared to face up to the consequences of your honesty and truthfulness with some types of bosses. Insist on the right thing. No matter how much pressure they exert on you. Stand for the ethically and morally defensible position! Do the right thing always!
• Keep your boss updated on all HR issues around your office. The boss should never be caught by a surprise as far as people issues are concerned.
• Be your boss’ advisory, the CEO’s office is the loneliest office. Use your wisdom to collect information and ensure your boss is updated on all key ones to avoid exposing the organization to unnecessary people related risks;
• Fear not – be bold in a humble way, do not be afraid of your boss, respect them, but do not fear them. Your competency level and capability as an HR guru should prove to your boss that you are the right person and the best for the job. Always stand for what is right. Be exemplary in so far as walking the talk on all the organization’s values.
• Support the change turnaround initiatives, never bad-mouth your boss, or ‘drop names’ when communicating change programs or updating staff on any leadership initiatives. No-matter how unpopular a decision is, as a leadership team, once you agree to move forward with it, you support it. You cannot be the one to tell all staff that it was the CEO’s or FD’s decision. The fact that you could not convince them on your position in those closed boardroom doors; means that, you either, support the position or you exercise your right to resign! (Depending on how strongly you feel against the idea). You cannot be the one to drop names. This destroys trust! Trust is the glue that ties all relationships together!
• Operate an open door policy so that people have access to you on people issues, communication and feedback is the glue that ties the turnaround programs together.

Key elements for a Cuccessful Organizational Change

Successful organizational turnarounds, transitions, transformations or changes, requires that the HR Director take a leading position on:

• Timely and effective communication – he/she should ensure that all staff are aware of the what, why, when, which, where and how part of the change.
• Effecting initiatives to raise the staff motivation. He/she should be able to articulate the reasons why staff should look forward to the change as well as embrace the change.
•  Giving staff the reasons for change in a convincing manner such that there is a general organizational desire and positive expectation for the change.
• Impart knowledge, provide information through all means possible, and enable the team by capacitating them so that they can operate in the new environment. The HR Director should be the ear and mouthpiece for the organization. He/she should pay attention to detail and ensure all staff who have to undergo training as part of upskilling for the changed organization, receive training.
•  Reinforcing positive behaviours by incentivising staff as necessary. Be transparent and fair when effecting reinforcement initiatives. You want staff to trust the process and buy in to it.

At the end of it all, the rapid speed of changes facing organizations requires an HR Director who can adopt and lead the people change agenda proactively balancing sensitivity and the need for the organization to achieve its strategic goals.