Important Approaches for HR Professionals-Free-Samples for Students

Questions: 1.Provides a thorough and detailed explanation of why he/she thinks many new changes at the organizational level quickly fizzle out. 2.Provides a thorough and detailed explanation of what he/she thinks is most important for HR professionals to know in order to avoid new changes from fizzling out. Answers: Introduction- The following report provides an assessment of some core HR elements such as organizational culture, leadership and change management. It is certain that implementing or leading change in an organization often prove to be a tough job for the leaders. Leaders must keep an eye on how employees are reacting to it and how it can be embedded with the culture to sustain the changes. In general, in order to implement and sustain changes, leaders must make their employees understand about the benefits of change. Thus, the present report presents the factors due to which changes fizzle out quickly. Likewise, the report also sheds light on the approaches required to be applied by HR professionals to sustain change in the organizations. Why many new changes at the organizational level quick fizzle out- It is certain that organizational change is a big initiative where each party involved in the process should do their respective job perfectly. However, the role of leaders also determines the success of change. Therefore, Denton (1996) mentioned that great leaders encourage others to move towards a direction that is sensible and beneficiary for themselves, the business as well as the community. This means that if the leaders remain laidback towards the changes and rule others to embrace the change, outcome may not be fruitful for all. On the other side, Choi and Ruona (2011) argued that changes often fizzle out because the leaders tend to lack self-confidence and capacity to make decision when others slip out from the direction. Apart from this, the following are some of the reasons behind the failure of change in the organization. Communication gap: Whenever a change is considered to be implemented, the leaders must develop the base for communication (Jeremy, 2010). This means each level of employees in the organization should be communicated about the purpose and benefits of changes. Hence, it is certain that leaders must experience resistance from internal environment to the proposed change but the problem occurs when the leaders hardly consider others opinions in the process. Employees grow the feeling that they are not heard properly. Consequently, employees lack interest in going with the new practices. Authoritative leadership- As put forward by Kotter (2005) in order to implement the change, it is important to lead in a positive direction; thereby, the initial phase of change remain positive but the efforts are perverted when it becomes successful and this is because the leaders become more arrogant. Thereby, here change is not the issue but the arrogance. At the initial stage after the implementation of change, for example, leaders become arrogant and any issue appears, leaders say No Problem, we will handle this, we will make new rules. For instance, in 2015, the IT firm Atlassian in Australia experienced a negative outcome from change efforts. The firm had decided to improve the quality of service by meeting customer needs (Atlassian, 2018). To implement the initiative, Atlassian decided to provide web-based service to customers and the workers of quality analysis were told to provide an uninterrupted interaction in web-based service to customers. However, the employees were pressurized to keep this uninterrupted service. Customers complaints were getting less in number in the first two months after the implementation. As nonetheless, the employees had to give additional hours in their job to keep the process active. Employees approached leaders to include more employees and divide the shifts but the leaders were not responding positively. Consequently, employees stopped working for extra hours and customers queries left unanswered. Here, the situation of Atlassian can be linked to the fact mentioned by Kotter (2005) that leaders often go on providing logical reasons for change instead of presenting people an emotionally compelling case. Important approaches for HR professionals to know to avoid new changes from fizzling out As mentioned by Younger, Younger and Thompson (2011), overcoming challenges at the initial stage is crucial and requires a bit of surprise to grab employee attention at an intellectual and emotional level. As a successful leader, one needs to show people what the problems are and how to resolve them. The following are some of the approaches that HR professionals could follow to avoid new change from fizzling out. Overcoming anxiety with information and training- HR professionals or the leaders of the firm needs to support change. The change agents leading the change management could help employees to get rid of the nervousness by sharing the plans of actions for change through frequent training and learning activities. The large IT and hardware firm HP once developed a change program in which the firm develops a training program of three months about the new procedure and practices about implementing knowledge management in the internal and external environment. In this program, each employee was taught about how knowledge should be shared and exchanged under a decentralized organizational culture (Choi Ruona, 2011). Eventually, the firm became successful in implementing knowledge sharing practices through technology. The new process enabled the firm to shift employees from traditional practice to technological practices of knowledge management practices. Convey change as a team effort: The teams in charge of change management should disperse the troops throughout the organization and prepare employees to be promoters for proposed organizational shift (Oreg, Vakola Armenakis, 2011). This certainly helps employees to develop a right mindset to accept change as it occurs. Conclusion The above-mentioned discussion helps to understand that factors that enable change to fizzle out and approaches for HR professionals to avoid failure. Even though, the fact of clear communication and a logical approach of training, is suggested in the discussion, it is worth mentioning that personal example, as a leader is powerful example of influence which can affect perspective and facilitate change. However, if the leaders do not examine their own actions, they could give wrong example and bring something that remains inconsistent with what they are saying to others References Atlassian (2018).| Software Development and Collaboration Tools. Retrieved 27 February 2018, from https://www.atlassian.com/ Choi, M., Ruona, W. E. (2011). Individual readiness for organizational change and its implications for human resource and organization development.Human Resource Development Review,10(1), 46-73. Denton, D. K. (1996). Four simple rules for leading change.Empowerment in organizations,4(4), 5-9. Jeremy, S. (2010). Benchmarking the benchmarks.HR Magazine,55(4), 43-46. Kotter, J. (2005). Change leadership.Leadership Excellence,22(12), 3-4. Oreg, S., Vakola, M., Armenakis, A. (2011). Change recipients reactions to organizational change: A 60-year review of quantitative studies.The Journal of Applied Behavioral Science,47(4), 461-524. Younger, J., Younger, A., Thompson, N. (2011). Developing the skills of HR business partnership: consulting and change management.Strategic HR Review,10(1), 6-14.