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CHANGE MANAGEMENT
HR GLOBE CONSULTINGwww.hrglobeconsulting.com
INTRODUCTION
• Process that can be enabled not managed.
• It is essential to be linked to business goals.
• Taken as a strategic imperative with changing economic conditions.
• It requires systematic view of organization.
• Demands both organizational & personal modulation.
DRIVERS OF CHANGE
MANAGEMENT
KNOWLEDGE ECONOMY
DIGITAL CONVERGENCE
ELECTRONIC COMMERCEPRIVATIZATION
MERGERS & ACQUISITIONS
TWO PHASES OF CHANGE
TECHNICAL HUMAN
ACTIVITIES CONTRIBUTING TO CHANGE MANAGEMENT
MOTIVATING CHANGE
CREATING VISION OF CHANGE
DEVELOPING POLITICAL SUPPORT
SUSTAINING MOMENTUM
MANAGING TRANSITION OF CHANGE
MOTIVATING CHANGE
Sensitize organizations to pressurize for change.
Reveal what are setbacks in the present system.
Talk about the changes required.
Convey positive expectations for change.
CREATING VISION OF CHANGE
CONSTRUCTING THE ENVISIONED
FUTURE
BOLD AND VALUED
OUTCOMES
DESIRED FUTURE STATE
DEVELOPING POLITICAL SUPPORT
ASSESS THE NEED FOR CHANGE
INFLUENCE STAKEHOLDERS FOR CHANGE
IDENTIFY KEY STAKEHOLDERS
SUSTAINING MOMENTUM
PROVIDING RESOURCE
FOR CHANGE
DEVELOP NEW SKILLS &
COMPETENCIES
REINFORCE NEW
BEHAVIORS
MANAGING TRANSITION OF CHANGE
• Understand the change dynamics.• Appreciate the diversity.• Anticipate and manage resistance that
comes.• Indulge in multitasking and understand
that.
COMMON RESISTANCE STATEMENTS TO CHANGE
• My needs are already met.• We don’t need to do this.• This sounds like ahhhh! No!• The risk outweighs the
benefits.
CONCLUSION
• Change is essential as per the proper need analysis being done.
• Resistance no matter comes but should be handled smartly.
• Make employees understand that change can help bring positive outcomes for all.
Change is hard because people overestimate the
value of what they have—and underestimate the value of what they may gain by
giving that up." — James Belasco
and Ralph Stayer
HR GLOBE CONSULTINGwww.hrglobeconsulting.com
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