Written By: Mahmoud Mansi
The term “change management” has been used more often in today’s table of board of directors and executives. Although the term started in the 1960s but it has developed across decades according to changes in globalization, technology and people to finally function in an agile working environment.
As HR’s involvement in organizational change is 63%, the Human Capital Institute (HCI) has developed a new unique content and launched the Change Management for HR Certification Program (CMHR) tailoring the best practices into the HR professions. What is the role of HR professionals in change management? What are the tools to manage change? What kind of change needs to be managed? Who is involved in change? How to measure the change and present it as a success story and lessons learnt?
During the CMHR certification program participants have highlighted the reasons behind the timing where organizations need change management the most:
- Although “leadership change and transitions” was a shared opinion between many of the attendees, but there were very unique other opinions. The “hyper growth” of organizations is essential to have a tailored change management plan according to the type of growth as Alissa & Taytiana highlighted.
- “I believe change has to do with creating efficiencies, saving money and to align with changes in the industry,” Sandra explained, while Brandi focused on the change concerned with “budget cuts.”
- LaToya linked “employee engagement” to “technology” implementation and how it is essential to carefully consider change before, during and after doing a new technological transformation.
- Meryl had an interesting perspective that even with “administration changes” it is essential to implement change management.
- Others considered change from the market perspective such as Kim, “industry changes and customer expectations.” Moreover, Rachel has spoken about the pace of market changes in terms of “changes in consumers and job seekers.”
- I personally thought about the change management implementation that is needed when “introducing a new idea or product.”
Apparently change management is needed all the time, because in today’s organizations change has become the new routine.
As mentioned HCI’s CMHR material, research shows that from 50-70% of major change efforts are not successful, which might lead to the failure of the whole initiative. Coming from a consulting and project management background I have seen how change management is a key success factor in any project, aside from the technical deliverables.
HCI’s agile approach to change management does not contradict with any of the well-established change management models, on the contrary HCI has created an implementation approach that can fit into any model.
HR’s Role in Change Management (HCI’s Agile Approach):
- The Architect; design change
- The Broadcaster; communicate strategy
- The Coach; encourage change
Which are all discussed thoroughly with case studies and empowered by practical activities throughout the program.
As HR & corporate leaders, our concern is not only to make a difference and deliver a short-term change implementation, but is to assure that change is in the right direction, that everyone believes in the change, and most importantly as HCI clearly points it out is to have a “sustainable” change.