Implementation of the Change Initiative in Change Management

Introduction
One of the harsh realities in organizational management is the need for changes from time to time that are intended to improve performance but which invariably involve requiring employees to modify their day-to-day activities in ways that may be highly disruptive to routine. Given the inevitability of organizational change, it is therefore vitally important for human resource managers to facilitate the process to minimize disruptions and enhance the buy-in rate from stakeholders. Fortunately, there are some proven methods that human resource managers can use to help ease the adverse impacts that are caused by organizational changes, and these issues form the focus of the research that follows below. In this regard, this paper provides a review of the relevant literature concerning the implementation of change initiatives in change management, followed by a summary of the research and important findings concerning these issues in the paper’s conclusion.
Review and Discussion
Although it is widely recognized that periodic organizational change is inevitable, many companies continue to fail to achieve optimal outcomes due to poor change management methods (Morrison, 2014). In fact, almost three-quarters of all organizational change initiatives result in suboptimal outcomes (Morrison, 2014). In addition, it is also widely acknowledged that organizations that can successfully and efficiently manage their change initiatives can develop and sustain a competitive advantage (Morrison, 2014). Therefore, by focusing resources on developing improved change management processes, organizations can realize the full benefits of their change initiatives.
The relevant literature, though, is replete with examples of the numerous problems that can arise when changes are implemented in any type of organization. Indeed, it is reasonable to suggest that most people hate changes in their day-to-day routine and will aggressively resist such changes unless the rationale in support of their need is made clear and the “what’s in it for them” aspects are effectively communicated. These constraints to change are even more pronounced in larger organizations and it is little wonder that so many change initiatives fail to achieve their intended outcomes. Indeed, even when efforts are made to ensure that these steps are taken, change can be a particularly challenging enterprise, especially when they are organization wide. Despite the challenges that are involved, however, the importance of effective change management processes underscores the corresponding need for the expanded role of human resource (HR) practitioners.
Human resource practitioners have a fundamental responsibility to play an important role as a change agent in this area. For example, according to Long, Khairuzzaman and Amin (2013, p. 2019), “Human resource professionals as change agents have the responsibility to ease the effective changes in the organization and to protect employees against the side effects of the inevitable changes.” This overarching responsibility, though, requires an organizational culture that embraces continuous innovation and improvement. For instance, as one authority points out, “The core function of a modern HR department is to take a lead role in establishing competitive advantage through the building and sustenance of a positive organizational culture. This has been described as the most difficult of all the strategic changes an organization can attempt” (Key concept overview week 7, 2016, p. 3).
Notwithstanding the profound challenges that are involved in effecting organizational change, HR practitioners are well situated to facilitate the process when they transcend their traditional personnel-related responsibilities by serving as a member of the leadership team that is driving the change initiative (Long et al., 2013). This point is also made by Srimannarayana (2013) who notes that the traditional role played by HR practitioners has changed in significant and important ways in recent years to include a role as a professional change agent. Consequently, in order to fulfill this expanded role, HR practitioners must acquire an expanded skill set that includes the specific competencies needed to facilitate organizational change (Srimannarayana, 2013).
In their capacity as change agents, HR practitioners can therefore make substantive contributions to the change process which is increasingly regarded as an essential role that is needed to attain and sustain a competitive advantage in an increasingly globalized marketplace. This need has become even more important in recent years as companies of all sizes and types have encountered the exigencies of doing business in the 21st century. For example, according to Naude, Dickie and Butler (2012, p. 10), “Organizations do not operate in a vacuum, but are integrated with society and this requires managing complexity and change, demonstrating innovation and ingenuity.”
This observation underscores both the need and the challenges that are involved in helping organizations make the changes that are needed to remain competitive, and it is clear that the payoff for investments in time and energy devoted to this requirement can be significant. Conversely, to the extent that HR practitioners fail to embrace their role as organizational change agents will likely be the extent to which the desired positive outcomes from change will not be achieved. In this regard, Liopis (2016, p. 2) points out that, “Unsuccessful efforts to be proactive and sustain organizational readiness will come at an extremely high cost. As such, the demand for leadership that is willing and capable of tackling change management head-on – already in short supply – is at a premium.”
The leadership theme emerges from the relevant literature time and again as well and many authorities stress the need for HR practitioners to take the initiative in facilitating change. There are a number of valuable outcomes that can be achieved when HR practitioners assume the initiative and serve as change agents, including preserving the organization’s core competencies and values (Baer and Hill, 2015). In addition, HR practitioners who assume a change agent leadership role can help identify needs in view of a dynamic marketplace in ways that can help organizations realize the maximum benefits from informed change initiatives (Baer and Hill, 2015).
Likewise, Long et al. (2013) also cite the need for HR practitioners to not only facilitate the change process, they must also anticipate and propose needed changes based on best industry practices to top management. In this regard, Shin (2013, p. 30) also makes the point that, “Change agents refer to those who are responsible for identifying the need for change, creating a vision and specifying a desired outcome, and then making it happen.” Moreover, these issues have assumed even greater importance and relevance in recent years due to rapid innovations in technology and telecommunications that are increasing the need for organizational change initiatives (Baer and Hill, 2015).
Fortunately, there are some proven steps that HR practitioners can take to improve their abilities as change agents, including collaboration with professional communities of practice, department heads and research concerning competitors’ change initiatives (Lesaux and Sky, 2014). In addition, professional development seminars and workshops are also a valuable resource that can help HR practitioners improve their change management skills (Lesaux and Sky, 2014). Likewise, conforming to the adage that “practice makes perfect,” HR practitioner should also be provided with numerous opportunities to apply and fine-tune their newly acquired change management skills to real-world organizational change initiatives (Lesaux and Sky, 2014).
Beyond the foregoing, it is also important for HR practitioners in their capacity as change agents to recognize that organizational change may be precipitated by changes in the external operating environment (i.e., laws and regulations) or by internal needs to respond to changes in consumer preferences or significant social trends (Shin, 2013). The type and scope of precipitating factors that drive change initiatives will invariable have an effect on how the change initiative must be managed (Shin, 2013). In addition, in some cases, both external and internal factors will combine to create the requirement for substantive organizational change, making the need for informed change management all the more essential to achieve successful outcomes (Shin, 2013).
Conclusion
The only real constant in organizations is the inevitability of change, and the research was consistent in showing that the process is frequently complex, especially when the changes are organization wide or involve larger organizations. The research was also consistent in emphasizing the centrality of effective change management in achieving optimal outcomes as well as the expanded role of human resource practitioners that transcend their traditional roles in facilitating change and mitigating their adverse effects on stakeholders. Finally, the research also showed that there are some steps that human resource practitioners can take to improve their change management skills, including collaboration with professional communities of practice, department heads and through research into what change initiatives are being applied by their competitors.



References
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‘Key concept overview week 7’ (2016). University of Liverpool Management School.
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