Source: Express Computer

HR professionals have started to play a more strategic and significant role in change management process, writes Vinita Gupta

HR in the traditional economy used to perceive change management as a mere communication and training initiative in an organization. However, a view of change that is too narrow can undermine the business case and compromise on the overall success of the change management effort. Now that organizations have matured, HR professionals have started to play a more strategic and significant role in implementing change.

Role of HR

The three types of change that occur most frequently in organizations are developmental, transitional and transformational. HR can deliver change management results by being part of the complete change management process. Starting with the inception of the change and drawing of objectives to its communication to the employees, HR can be the voice of the management and the change agent. HR can be supporters of the change and lead by example.

Poonam Bharti, VP Global HR, Birlasoft revealed that most resistance comes due to apprehensions and lack of information. HR helps in putting across the higher organizational vision behind the change and a more visible goal which employees can relate with.

R. Subramaniam, VP and MD, Yodlee Infotech pointed out that HR's role in change management depends upon the size of the organization. In large organizations where HR is structured and fully aligned with business, HR takes an active role, but in smaller organizations where it might depend upon the HR bandwidth as an individual, many times the individual may not be fully convinced of the business needs and would require a lot more education on the same. However, HR should play a leading role in this effort.

"Change management is exciting if you are doing it, but scary if imposed on you. It is scary because today you know you can do your job whereas, after the change, you do not know if you will be capable of fulfilling your job role. This is the essence of people's resistance to change," said Vishal Taneja, Senior Consultant, Redileon.

Help employees to adapt

HR should look at change from the viewpoint of the employees but without compromising the business needs. HR should debate and analyze on what will change for the employees and how their life will be different once the change is implemented. They should create scenarios of likely outcomes based upon the role that employees play in an organization.

Bharti believed that change in itself, no matter how small should be considered from the viewpoint of all the stakeholders. Employees are very important stakeholders in any organization. HR has the onus of being the employee representative and understanding the change and its repercussions and later to communicate it to the employees. HR should act as the bridge between employees and management. It is imperative that HR connects with the employees and sells the change.

"HR acts as a coach/mentor to the employees and makes them understand the need for the change; they facilitate employees adapt to the changes and in some cases even helps them overcome any emotional situation. HR should strike a balance between the two view points-business and employees," said Subramaniam.

He further asserted that many times resistance to change, fear of acceptance to make the change, fear of under performing in the new changed environment, etc., arise in employees. In such situation, people management plays a vital role, therefore at this point in time employee mindset can be managed by development professionals and people managers.

Taneja mentioned that to better deal with change, people management professionals can support employees by encouraging them to follow some simple yet effective practices-'emotional investments'-get enough sleep, eat right, regular exercise, engage in hobbies, et al.

He added, "The most important task for HR during a change management exercise is to help employees sail through the transitions. HR professionals need to work in a more strategic capacity with the leadership team during the decision- making phase before a call is taken on the change management initiatives which need to be implemented. It needs to provide reassurance to both the employees and the management and should treat everyone as a partner in the change."

Skills required

HR is expected to serve as a change agent, not just within the HR function but also across the broader organization. Within the broader role, HR professionals need to make sure that they are equipped with the tools, techniques and skills needed to be successful in this area. They need to start to think differently and have an understanding of what drives change. HR will need to ensure that it has the skills and credibility within the organization to act as champions of change in the future.

Bharti mentioned that change that comes by choice is always welcome as HR is invariably a part of its formulation. Change that comes by chance can be seen as imposing and one can turn skeptical.

She said, "HR's role is to further sell the change to the larger mass, employees. For this, HR should have a complete buy-in of the change. And this comes with clear understanding of the change and the objective behind it."

"Many times HR's skills and credibility within the organization is the missing element, and in such a case HR may end up playing a passive role, which is not healthy for the organization's future growth," mentioned Subramaniam.

Taneja stated that change management skills are a key part of the job for most HR professionals. In a Redileon survey, more than 72% of HR leaders when interviewed, said that they had played a significant role in their organization's change management program. Thus HR's role as a strategic business partner with clear vision and ongoing communication is pivotal for any organizational change to take place.