Chapter 10

Change Management
Change Management
Organizational Change is the process by which a business
alters key components of its strategy or operations. This may
involve changes to company culture, essential technologies,
organizational structure, or major initiatives and goals.
Change Management is the systematic approach and
application of knowledge, tools and resources to deal with
change. It involves defining and adopting corporate strategies,
structures, procedures and the primary goal of change
management is to successfully implement new processes,
products and business strategies while minimizing negative
outcomes.
MANAGEMENT'S ROLE
Having the right leadership from the executive team is
critical to unifying the organization behind a common
strategic direction.
Another key is making sure all managers are equipped
to coach their direct reports toward commitment. One-
on-one conversations help individual team members
analyze how the change will affect them, determine
their level of commitment and choose how they will
act. Questions managers should address with
employees include:
• What is changing?
• Why is it changing?
• How will it affect your area?
• How will it affect you directly?
HR'S ROLE
HR can play a dual role in change
management by initiating and leading the
change and by serving as a facilitator for
changes that other leaders and
departments initiated. 
The HR department performs a variety of
functions associated with the
communication, implementation and
tracking of major changes. Most
commonly, HR professionals assist
employees by serving as a point of
contact for questions and concerns and by
explaining any impact on staffing. 
EMPLOYEE RESISTANCE
Successful change starts with individuals,
and failure often occurs because of
human nature and reluctance to change.
Employees may also lack the specific
behavioral traits needed to adapt easily to
changing circumstances, which could
decrease employee engagement and
effectiveness and put organizational
productivity at risk. How organizations
treat workers during a change initiative
determines how successful the change—
and the organization—will be.
Leaders should have a solid strategy for dealing
with change resistance. Some actions to build
employee change readiness include:
1. Developing tools and information for front-
line supervisors and managers. Organizations
should involve them early—train them, prepare
them and communicate regularly.
2. Coaching employees to help them adapt and
thrive during change.
3. Rewarding desired behaviors and outcomes
with both tangible and intangible rewards.
4. Relying on insights from both those in the
field and subject-matter experts.
Managing Varied Types of
Major Organizational Change
Organizational change comes in many
forms. It may focus on creating new
systems and procedures; introducing new
technologies; or adding, eliminating or
rebranding products and services. Other
transformations stem from the
appointment of a new leader or major
staffing changes. Still other changes, such
as downsizing or layoffs, bankruptcy,
mergers and acquisitions, or closing a
business operation, affect business units
or the entire organization. Some changes
are internal to the HR function.
1. MERGERS AND ACQUISITIONS
A merger is generally defined as the joining of
two or more organizations under one common
ownership and management structure.
An acquisition is the process of one corporate
entity acquiring control of another by purchase,
stock swap or some other method.
SM Investments Corp (SMIC) acquiring a 34.5-percent stake in
2GO
The Ayala Group acquiring nearly half of online retailer Zalora

2. DOWNSIZING
Successfully implementing a layoff or reduction
in force (RIF) is one of the more difficult
change initiatives an HR professional may face.
3. BANKRUPTCY
Filing for a business bankruptcy and successfully
emerging from the process is generally a complex
and difficult time for all parties. HR may have to cut
staff, reduce benefits, change work rules or employ
a combination of such actions.

4. OUTSOURCING
For several reasons, including cost savings and
freeing staff to focus on more strategic efforts, an
organization may decide to outsource HR or other
business functions. Outsourcing is a contractual
agreement between an employer and a third-party
provider whereby the employer transfers the
management of and responsibility for certain
organizational functions to the external provider.
5. CHANGES WITHIN HR
HR professionals frequently help other parts of the organization respond to
change, but what happens when the HR department becomes the epicenter
of change? These kinds of transformations can be more difficult for HR
professionals to manage than other types of organizational changes.
During major changes within the HR function, HR should do the following:
• Lead by example. Do exactly what HR asks other leaders and managers
to do during major change initiatives.
• Remember that HR professionals' responsibilities never cease. The
HR department must continue to serve employees while contending with
the discomfort, confusion and demands that department-specific change
creates.
• Keep in mind that few organizational changes occur in isolation. If
senior leaders decide to implement an HR shared services model, for
instance, the information technology, finance and procurement functions
also could move to a similar model or initiating efficiency projects.
• Measure the degree to which HR staff is prepared to change before
plunging into the change. HR leaders should assess staff readiness and
engagement through interviews and surveys. After evaluating the results,
they should make necessary adjustments in staff readiness and
engagement levels before proceeding.