Organizational Change: HR Management

HR Management: Organizational Change Why is organizational change so difficult? What is the role of the HR specialist in the change process? There is no question that change is often difficult for organizations. As a matter of fact, change efforts are often times met with large-scale resistance from staff and employees, the reason being that humans are naturally resistant to change.

This inclination to resist change stems from the idea that change brings about some kind of disruption in one's normal equilibrium and way of doing things, creating some form of uncertainty and a sense of insecurity. According to Harvey and Broyles (2010), humans survive largely by predicting their environments and adjusting themselves accordingly; change impedes on this predicting ability and creates a wave of uncertainty as to how exactly one ought to act to fit in the new environment.

We can consider, for a moment, a scenario whereby a company is moving from a domestic to an overseas assignment -- employees are deemed to be resistant, particularly because of their inability to predict their new environment.

This uncertainty would then spark a sense of insecurity, where employees think; will we still keep our jobs when the change is executed? Will the skills we currently possess be relevant to the new assignment? Will I still be relevant to the company? With this kind of insecurity, employees would often work towards derailing the change process to ensure that it does not succeed, and hence, that the status quo is maintained.

Despite its associated difficulties, change is inevitable; and it is the role of the HR specialist, therefore, to ensure that it is managed and executed in an effective and efficient manner. Effective change management is in fact one of the key competencies of HR professionals. It has to do with the HR specialist acting as an agent of change and increasing their organization's capacity to handle the same through role influence; transformation, innovation and relationship influence; and meaningful problem-solving.

An effective agent of change is able to identify and solve problems, formulate and implement goals, set leadership agenda, articulate a vision, and build relationships. They are in a position to not only overcome, but also manage internal resistance to change, and initiate flexibility that increases the overall organization's capacity to handle change. Managing individual resistance to change basically involves helping employees prepare for, and adapt to change.

In the scenario presented earlier, for instance, the HR professional could help employees prepare for change by offering training facilities to expand the employees' know-how and readiness to accommodate any new tasks or assignments likely to be necessitated by the change. In this particular case, training could be geared towards improving their technological expertise and linguistic standing so that they are able to interact effectively with clients overseas.

Additionally, the HR professional would have to minimize the employees' degree of uncertainty by encouraging vertical communication, through which they would be able to respond to concerns and queries such as those presented earlier. Part Two Trends in HR and the Functions of HR Specialists Labor Force Trends: the workforce is expected to be dominated by the Digital Native Generations X and Y as the ageing Baby Boomers continue to leave the workforce over the coming years (SHRM, 2013).

Further, with diversity-appreciation efforts gaining prominence, the labor force is likely to be more uniform in terms of gender, religion, nationality, and ethnicity. The healthcare industry is likely to be one of those most highly affected by these trends. The nursing profession, for instance, is largely dominated by females, whereas males make up almost three-quarters of the doctor population.

Over the coming years, as professions become more open to gender balances, this state is likely to change; and we can, therefore, expect to see more male nurses and a higher numbers of female doctors employed in our facilities. Demographic Trends: the ageing population (Baby boomers -- aged 55 and above) is expected to increase by almost 30% between 2014 and 2018, which implies that the healthcare industry is deemed to face increased pressure from an increasingly ageing population.

Owing to this, we are likely to see higher numbers of practitioners and physicians being employed over the coming years, particularly in.