Chapter 16Planning and Implementing HR Change

Planning and Implementing HR Change“The only person who likes

change is a baby with a wet diaper”

Change is often resisted.◦62% of managers are reluctant to

change◦Don’t want to lose control of events◦Afraid interests will be harmed

This is counter to a manager’s primary role as a leader

Diagnosing ChangeWhy change?4 questions

◦1. What is actually happening?◦2. What is likely to be happening if no action

is taken?◦3. What people ideally like to be happening?◦4. What the blocks, or restraints, stopping

movement to that actual ideal?3 stages of diagnosis

◦Point of view◦ Identification of problem◦analysis

Consider the point of viewMine?Your boss?Your associates?Your followers?Outsiders?

Identifying the problemProblem: Discrepancy between

what is actually happening (the real) and what someone who hired you is expecting (the ideal)

Until you can identify this discrepancy, you are nowhere.

Hence, change efforts reduce the discrepancies between the real and the ideal.

2 Areas of DiscrepancyOutcomes (end result variables)Process (intervening variables)

Causal Variables (e.g., HR practices ;

type of change;

organizational structure

Intervening Variables (e.g., Job

Satisfaction; turnover, etc.)

Outcomese..g.

performance

Analysis – Determine why the problem existsExamine the causal variables

◦Leadership style◦HR practices◦Organizational structure

Implementing Change Lewin’s Change Process

◦ Unfreezing◦ Changing◦ Refreezing

Force field analysis• Prior to change, it is useful to carry out a resistance

profile that identifies:o Likely resistorso Likely reasons for the resistanceo Likely strength of the resistanceo Likely manifestations of the resistanceo Potential for the resistance to undermine the change

o Using the above pointers:o assess likely points of resistance to changeo determine strategies for dealing with this resistance

Implementing ChangeSchein’s Psychological Safety

◦Anxiety 1: Fear of changing◦Anxiety 2: Fear of staying the same

Change is effectively implemented when Anxiety 2 is greater than Anxiety 1.

Reduce the fear of changing, and sell the need for change.

Type of Change1st Order: Change within the

current system◦Adaptation◦Incrementalism

2nd Order: Radical change that upends the system◦Evolution◦Revolution

Participative & Directive ChangeParticipative – Bottom upDirective – Top down