Some 20-25 years
back everything was stabilized, no movement. The top management
used to formalize and finalize the strategy and targets and the
whole company used to move on a straight line. No frequent acquisition,
mergers, etc. But if you see today there are very frequent acquisitions,
mergers, and diversifications etc. In this scenario, companies are
bound to change their style and everything very frequently. This
is the change and as everybody knows that change is always difficult
to introduce. Its human psychology that it resists the change, firstly
it thinks things as everything is going smoothly in this way why
does he need a change? Secondly, even if he is convinced that this
change is for betterment itís still difficult to adopt. More than
anything the change management is about the psychological aspect.
considering going for a change management, first check
for few things. Check why do you need a change? What is the
required change? How this change is going to help your organization?
Finalize a time frame and step by step program for the implementation
of this program i.e. when it should start and end and how
to introduce the change so that you face the minimum of resistance
and other hassles, meaning calculate the risk involved.
How to plan for
a change to be introduced to the organization? This comes as
a BIG question to any organization. First and foremost, as this
change plan is going to get implemented directly to the employees
who are human beings, so the HUMANITY ASPECT should must be there.
The more of this, the lesser the resistance experienced. This is
the psychological aspect of change management.
Another psychological aspect, as the lower level employees see
towards their superiors and want to be in their position. So
they best way to start the change implementation is to START FROM
THE TOP OF HIEARCHY LEVEL. Then going down step by step and assuring
that itís introduced and implemented comprehensively. If the flow
goes in this way, the lower level employees will be inspired and
would see the change with a positive mindset. So let the BoD first
gets adapted to these changes, then the CEO and so onÖ
the change introduction and implementation, make a small team
of employees who will act as MENTORS AND LEADERS during
the whole process. Let this team select employees at different
required levels through whom they can introduce the change
to the particular level of employees. These people will be
those who are more in contact with the particular level of
targeted employees. The top most level of the group will be
ultimate owner of the whole process and going down these employees
will be the owner for the particular step.
Many a times the
employee is not completely aware about the change and the corresponding
impacts of the same. Make sure that the message is conveyed
completely and organize AWARENESS SESSIONS for the sake of better
diffusion of the message in the company environment. This will help
you in avoiding and controlling any misconception or rumors spread
across the organization. As implementation of a change is a critical
issue in itself.
Sometimes this change gets encountered with the culture resistances
as well. Itís always advisable to handle this delicate and sensitive
issue with DUE DILIGENCE AND NO NEGLIGENCE. Itís always good
to access the cultural risk in advance and plan the change accordingly.
Try to take the culture as a sacred thing and maintain a nice distance
from it. If in any unavoidable circumstances you are unwillingly
subjected to such a situation, then before addressing it try to
gain some knowledge about the particular culture as it will help
you in justifying your point after listening to the other party
Always try to be accessible to every individual to satisfy their
query. If your budget allows, create an online forum on your organizationís
website like ASK YOUR MANAGEMENT or something similar and donít
obligate them to disclose their identity. This will enable them
to interact with you and you in turn will be getting the feedback.
This will make them feel connected to the management and will be
easier for them to adopt. Also, do specify a Turn Around Time for
it like 24 working hours or something.
To conclude, it always seems easier to think for introducing
a change but before finalizing it first finalize the risk factors
and plan to encounter them. Any change should be productive
and make sure that during the course of change implementation, the
productivity is not hampered. The mentors and leaders should explain
the ease with which they already adopted the change and how it is
helping them. They should always try to solve and explain things
with the examples mentioning themselves.
Writer: Rohit Minton is working as Assistant
HR in the Group HR department of the Amicorp group. He has done
his bachelors in Spanish Language and is now pursuing his MBA in