Change Management

 In today's fast-paced, ever-changing corporate world, change in a company is unavoidable. This transformation could be structural, economic, geographical, procedural, managerial, or technological, with the latter having the most impact and offering the most problems to HR. One of the major worries of HR managers is bringing change to corporate processes and procedures, implementing it, and then managing it, because the change affects employee beliefs and mindsets. The business climate is quite volatile. Now and then, technology evolves. Globalization is to credit for everything. Upgrading existing technology and training employees to use it is a major burden for HR. The success rate of technology change is determined by the HR department's ability to manage change and human issues (Francina, 2018). During times of change, HR faces big challenges such as low employee morale and satisfaction, self-doubt, attrition, and so on. Employees that are unable to adjust to change can contribute to an organization's failure or death. In most cases, employees are fearful to change and avoid the changes in the context itself.  Employee resistance to change, a lack of requisite skill and training to adapt to change, abrupt yet extreme requirements to change, and so on could all contribute to an inability to adapt to change. As a result, an organization must anticipate, plan for, and convey change. As a solution for that predicting and preparing your staff for change is the most critical practice for managing change positively. Not everyone is receptive to abrupt change. Each employee would take a varied amount of time to adjust to any change. As a result, it's critical to communicate about the change, the necessity for the change, the benefits of the change, and so on, clearly and openly.  Furthermore, constant communication should be maintained before, during, and after the change to keep track of its progress. It's also critical to offer employees the required training and resources to help them adapt to changes in their work, job role, or business as a whole. By providing the necessary training, they will feel more secure and competent in managing the shift, which will lead to a more positive and open attitude toward change. In order to institutionalize change in corporate culture, two aspects are extremely necessary. The first is a deliberate endeavor to demonstrate how the new techniques, actions, and attitudes have aided in performance improvement. When people are left to their own devices to make connections, they frequently make inexact ones. The second aspect is devoting enough effort to ensuring that the next generation of senior executives truly embodies the new attitude. Renewal rarely lasts if the standards for advancement do not alter. A single poor succession decision at the top of a company can undo a decade's worth of hard work. When boards of directors are not involved in the renewal process, poor succession decisions might occur (Kotter, 2007).

Another important consideration is that the focus on staff development and advancement is visible to them even during the transition. In case, human resource management in an organization is more critical with the highly changing environment and management and the HRM departments of an organization should play a vital role for manage this change management. Otherwise, the organization will die, due to the inability to change with the current environment.

References

Francina, M., 2018. A Study on Trends and Challenges in Global HRM. International Journal of Engineering Technology Science and Research, Volume 5, pp. 356-362.

Kotter, J. P., 2007. Leading Change- Why Transformation Efforts Fail. Harvard Business Review.