Any organisational change, big or small, requires a holistic approach to recalibrating processes, resources, and people.
While managing the technical, legal, or financial aspects of a business change are surely complex, leading the workforce through it compounds the multifold challenges.
Despite the mammoth effort that goes into managing organisational change, it is noteworthy that over half of change initiatives fail, and only 34% are a clear success, according to Gartner. With 73% of organisations expecting the need for change management to increase by 2024, it’s a prudent time to discuss how HR can play a role in this process.
Change management in the digital age
Change management has been a vital business process that includes planning, executing, and controlling different types of organisational change. The 8-step Kotter Model has been the bedrock of most change management strategies over the past three decades, but with changing times, the types of organisational changes that companies encounter are also evolving. In the modern digital age, businesses are found to execute workforce-related changes such as layoffs, closure of business verticals, outsourcing, policy changes, leadership restructuring, remedial changes, and more.
HR’s role in championing transformations
By virtue of its sphere of influence, the HR function is uniquely positioned to play an integral role in change management and implementation. Since HR professionals work directly with people, they can support employees through the transition, provide psychological safety and communication, help get buy-in, mitigate mindset-related challenges, and garner commitment from managers. HR leaders can also help business leaders keep employees at the centre of transformations, resolve conflicts, and facilitate collaboration.
Here are some best practices that HR leaders can follow to support change management in their organisations:
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