Running head: ENABLING ACTION 1

Enabling Action

Name:

Institution:
ENABLING ACTION 2

Enabling Action

Organizations all over the world need change after a certain period of time, as the

chances of success in today’s world are too less for an organization that does not accept the

change and does not adopt the latest business techniques and trends in the world. As an

opposition to the change program there are always many obstacles that try to hamper the way of

the change plan and keep following the old policies and procedures. The obstacles that need to be

timely identified and removed are found within the Organizational Structure, Employees Skills,

Outdated Systems, and Resistant Leaders and Managers. When a change is planned to be

implemented these barriers can potentially hamper the success of the change plan, or there can be

certain factors that the change effort is totally wiped out. The potential obstacles that can obstruct

the change plan and the strategies that can be adopted to remove them are described below.

a. Busting Barriers

Structural

When combined efforts of people from different areas of the organization are required to

effectively implement the change plan, but the resources that are needed and the decision making

authority is dispersed across the organization then there are would be many potential problems

that would restrict the ability of the change team to implement the change effectively. Functional

units within an organization and their respective heads would have different priorities that would

ultimately become a cause of delaying the progress [ CITATION Bre17 \l 1033 ]. Moreover, the

employees of these units are not allowed to make decisions and proceed on their own, rather,

they have to take permission from their respective heads for doing anything out of routine tasks.

The structural barriers can be removed by delegating responsibility to the appropriate

personnel and properly aligning the resources and authority with their duty. The reporting lines
ENABLING ACTION 3

also need to be clarified especially for those the employee groups that report to different heads,

and appropriate time and consideration should be given to resolve the competing priorities /

initiative. Moreover, there is a dire need to establish a structure for the change program that is

consistent with the organizational vision and mission, and interference from other groups should

be eliminated by isolating the group if necessary, for implementing the change.

Skills

Often the employees have outdated knowledge, skills, abilities, and attitudes that need to

be changed for the successful implementation of the change plan. Especially, when employees

keep on working on a specific task following a single procedure then they become used to with

the routine and ultimately, they do not want to change their habits and ease of doing their tasks.

The skills barriers can be removed by defining clearly the new behaviors and identifying

the knowledge, skills, abilities, and attitudes that are required to succeed in the new working

situations. Establishment of benchmark for skills and abilities can prove to be a very effective

technique and training must be provided to workers keeping in view the benchmarks.

Systems

Every organization has established a structure regarding the systems and processes of the

organization. These systems can be the reward, management of employee’s performance and

talent, and so on. These systems often hinder the change plan’s progress. The signs that these

systems are causing hindrance to the change plan can be seen from the factors such as the

workers are penalized for their mistakes, causing the business to face risks, or moving forward

with the change plan. Rewards are given on the basis of activities that are no longer appropriate

to the organization, and worker’s performance is measured on the basis of criteria that do not
ENABLING ACTION 4

align with the anticipated results. Moreover, the persons who are expected to lose a lot as a

consequence of change will be promoted on the basis of devotion to their seniors.

These barriers can be removed by ensuring that proper performance management and

appraisal tools are implemented and most importantly they are in alignment with the

organizational mission. Employees' commitment to the change should be backed up with

compensations, and promotion decisions must be made on a consistent basis with the vision.

Moreover, succession plans should be introduced that will promote persons on the basis of their

commitment to the organizational mission and the new personnel is hired on the basis of best fit

for the needs of the company.

Resistant Leaders and Managers

It is a natural phenomenon that the people whose interests will be affected by the change

will surely resist the change and will try their best not to become a part of the change program.

The management and leadership will resist the change initiative in the way that they will not

provide the information or resources needed and will demoralize the people who are driving the

change efforts [ CITATION Ano191 \l 1033 ]. Moreover, they will refuse to participate in elusive

ways, promote politics in the organization through backbiting, and they will also try to interfere

and control all the decisions and flow of information.

The higher-level resistance is the most difficult to overcome. These resistances can be

overcome by facing them directly by keeping in mind that the groups would not resist but the

individuals will do. Moreover, the leader who is resisting the change should also be engaged in

the discussions and their concerns should be clarified. Additionally, opportunities should be

provided for the resolution of the problems and dealing with them should be in a well, candid,

and timely manner. Another tactic to overcome the resistance can be to communicate
ENABLING ACTION 5

immediately when the resistance is not acceptable and not in the interest of the organization.

Ultimately, if the leadership does not get back from their resisting position then the leadership

can be changed as well and that would certainly be in the best interest of the organization.

b. Assessment

Assessment Tool
Stakeholder Behavioral Map
If resistant,
what is the root
cause? If
Who is the How is the
neutral, how What is
stakeholder What is resistance What action
might it be the
or the being is to be
improved? If completion
stakeholder behavior? expressed or taken?
positive, how date?
group? demonstrated?
might it be
improved
further?
Management's
behavior about
the change can
be improved
Being the cause
further by
and facilitators
engaging all the Management
of change the
management has to plan the
management is
team in change
Positive concerned with
discussions and program to
about the implementing
Management plans, take each of 5-Nov-19
change the change and
confronting the the
program making the
resistance stakeholders
organization
directly, and involved with
more efficient,
always dealing them.
productive, and
with people in a
effective.
fair,
straightforward,
and timely
manner.
Employees Neutral Employees' Employees Employees 10-Nov-19
about the behavior seem to be are to be
change towards change comfortable motivated and
program programs can be with the explanations
improved by currently are to be
motivating them employed provided to
and attaching systems and do them about
ENABLING ACTION 6

performance-
based rewards
not want to get
on the basis of the enhanced
their work
achieving working
routines
success in the conditions.
changed.
change
program.
Being the
shareholders
Investor's
and creditors,
behavior
the investors
towards the
show great More
change can be
Positive interest in the investments
improved by
about the probably are to be
Investors presenting them 30-Nov-19
change increased attracted to
the predicted
program profitability of potential
financial results
the company investors.
after
and the
implementation
company can
of the change.
easily raise
more funds.
The suppliers
The suppliers
are to be taken
The supplier's are positive
into
behavior can be about the
confidence
Positive changed by change
that their due
about the presenting them program and
Suppliers balances will 30-Nov-19
change with the they will be
be paid to
program increased future more willing to
them
liquidity of the provide
periodically
company. materials on
and with
credit terms.
improved
The customers The customers
of the company are to be
have a negative communicated
The customer's
behavior about about the
behavior can be
the change added benefits
changed by
Negative program due to they will get
providing them
about the the false as the
Customers with the details 30-Nov-19
change anticipation company will
of the improved
program that the implement the
products and
products of the change and
services of the
company may the increased
company.
get expensive features of the
and out of their products
reach. offered.
ENABLING ACTION 7

c. Encouraging Risk-Taking and Innovation

1. Encouraging testing activities throughout the change process. I have selected this

method to use during the change process to make the stakeholders aware of the

benefits of the change when it is implemented. Especially, the employees are the main

stakeholder on whom the management intends to use it. Employees are in a neutral

state about the change and they need to be trusted and given a chance of taking risk

and proving their capabilities. By adopting this method, the employees will be able to

explore the present working conditions in comparison to the new working conditions.

All the functional heads will be communicated to give their subordinates a chance to

prove their capabilities positively about the change plan.

2. Encourage and support the adoption of new ideas as they arise. Employees are the

most important factors for the change program. The management has to ask the

employees for their opinions and recommendations for the change plan, and the

functional heads will be providing feedback to the employees. Moreover, the workers

will be motivated to take steps towards the achievement of the change plan’s mission

by providing them with rewards and the degree of the risk they will take.

Reflection

The readings, assignments, and activities in this course have affected my view of the role

of HR in the CM process in my selected organization in the following ways.

The Human Resources Department should maintain the willingness for staff to implement

the change and engage in the change management plan. They need to hire the right people to

think out of the box and bring a different viewpoint to the table for the change to occur.
ENABLING ACTION 8

After recruiting the correct people, they have to be inspired or coached to function as

"change agents." This is the key component of an effective change management program and

there is a significant position for the HR department to perform. Many organizations nowadays

have a distinct role as a "People Manager" in which they are accountable for the professional

development and nourishment of talented people.

The argument here is that it is important to inspire the HR department to find people who

can serve as motivators for progress and who can empower other workers to take an interest in

the change effort. Since the HR Department is dominated by people with a degree of corporate or

personal actions, enlisting their support in promoting transformation is a key element in the

overall strategy of implementing change [ CITATION Ano19 \l 1033 ]. Good organizations have

great leaders and great leaders are "powered" by extremely supportive communities that foster

and promote creativity. The last component of reward and recognition is the last factor in an

effective change management program, and if the workers who engage actively in improvement

efforts are sufficiently compensated or appreciated, there is an additional challenge for them to

pursue the change program.

Change is essential for HR as a change in the HR field itself will proceed. As shown in

the Market and Human Capital Issues survey by SHRM, C-suite managers foresee a wide range

of shifts in the HR sector over the next 10 years — all from expanding the scope of HR business

partnerships to outsourcing HR activities to shifting out more HR responsibilities to line

management [ CITATION Deb16 \l 1033 ]. These improvements will necessitate sophistication,

cooperation, specialist interaction, and concentrate on assessing the achievement of change

programs.
ENABLING ACTION 9

Long-term structural changes are the adjustments that will arise in HR. Therefore, while

many of HR's values stay the same, the implementation of HR has evolved and it will continue to

evolve. The motivating factors behind these improvements will be institutional need and

management, but the transition must occur from the roots up to guarantee that the changes

actually occur. Changes in HR must therefore take root at all levels if they are to be truly

successful. HR plays a key role in ensuring that corporate policy and organizational culture are

connected; without this coordination, no matter how good the approach is or how successful the

disconnecting environment is likely to result in loss.

In addition to all these factors the Human Resource Department is required to propose

solutions to the management based on whether the change is needed to compete in a highly

competitive environment or due to a stage of growth, HR must recommend appropriate

approaches for each scenario [ CITATION Ori19 \l 1033 ]. For instance a high degree of

competition in the market which involves cost reduction will not have the same difficulties as a

corporation that is increasing its operations around the world. HR should be able to develop a

plan that is relevant to the situation in which change is needed.

To conclude, HR needs to be seen as much more than an assisting component, rather it

needs to be seen as essential to the change management approach of the entity. There are many

examples of highly successful companies when it comes to change leadership as their workplace

practices are welcoming with workers and are structured to get the most out of their workforce.
ENABLING ACTION 10

References

Anon. (2019, October 30). 5 Tips for Managing Resistance to Change. Retrieved from

https://www.prosci.com: https://www.prosci.com/resources/articles/tips-for-managing-

resistance-to-change

Anon. (2019, October 30). Role of HR in Change Management. Retrieved from

https://www.managementstudyguide.com: https://www.managementstudyguide.com/hr-

role-in-change-management.htm

Cohen, D. (2016, September 1). What is HR's Role in Managing Change? Retrieved from

https://www.shrm.org: https://www.shrm.org/hr-today/trends-and-forecasting/special-

reports-and-expert-views/pages/deb-cohen.aspx

Cohen, D. S. (2005). The heart of change field guide: Tools and tactics for leading change in

your organization. Harvard Business Press.

Gleeson, B. (2017, June 27). Top Barriers To Communicating A Vision For Change And How To

Overcome Them. Retrieved from https://www.forbes.com:

https://www.forbes.com/sites/brentgleeson/2017/06/27/top-barriers-to-communicating-a-

vision-for-change-and-how-to-overcome-them/#72f8c61872e0

Perrin, O. (2019, October 30). The Role of HR in Managing Change in the Workplace. Retrieved

from https://www.employeeconnect.com: https://www.employeeconnect.com/blog/hr-

role-change-management/