Change Management
Up to now in this series of management articles we have been looking at management in a broad sense, through POCM - Plan, Organise, Control and Motivation. We can squeeze all aspects of management within these convenient words. This article embraces the other aspects of management simultaneously - one a simple method or management tool (structured change management which fits into our POCM very well indeed); the second a function (the Human Resource Management function which is the main deliverer on the M factor of POCM).
How many times have you heard managers say ‘If it’s not broken don’t try to fix it’? There is no point in changing things just for the sake of change. There should therefore be a reasonably persuasive logic to bring about change and a very legitimate logic for significant change.
As an example, I would like to present a legitimate case for companies, which have little or no human resource policies practices and procedures in place, to consider a change management approach or programme to bring their company into a modern state where there are a series of sound ‘tried and tested’ HR related practices and where they will address the compliance requirements of employment legislation.
In a change management process the reasons or needs must be crystal clear before embarking on a change programme. Otherwise the costs involved in change may be misdirected and wasted.
The need for a professional approach to HR Management is probably clear to many managers, even those owner/directors of small to medium sized enterprises, which have a small number of staff. The owner/directors may be less inclined to admit to the need, but they are certainly aware that there is a massive amount of legislation with which they must be compliant. This legislation confirms the rights of employees and the responsibilities of the employers.
In addition, there are a wide range of positive employee relations practices, which are in force in all successful companies - a proactive engagement with people (the most valuable of all business resources), which have evolved over many years within companies and would be considered ‘good employers’. These practices make a major contribution to the standard of motivation in a company and reduce the possibility of industrial relations disruption.
Of course while some managers may have this level of awareness they may prefer to wait until they are challenged before they decide to comply with the stated requirements of legislation. This is a very negative attitude towards those we depend on to accompany us in our journey to create success.
Of course as we all know, ignorance of our legal requirements is a poor defence in a court of law and managers who use this excuse inevitably loose their cases, inflicting additional costs on the company though awards and fines. These same managers will also be the ones who will have a similar ‘wait and see’ attitude towards the establishment of a beneficial employee relations culture or environment.
Being proactive in developing a productive environment is challenging and requires some thinking and planning before embarking on implementation.
So the change management process, which can be applied to any change management situation, must start with ones understanding of the need. Is it necessary for me to change the way I do things? Necessary, because there are a multitude of employment laws that require companies to behave in a particular way and because failing to do so can be costly. Actually, it can be less costly to proactively install good HR practices than to leave the situation to chance and the courts. In addition there is a wealth of established precedents arising from civil and industrial relations cases, which clearly indicate that it is better to be aware, prepared and proactively people-management focused. Many companies find that their cases collapse because they have been procedurally incorrect in dealing with people-related issues. Developing and installing positive policies, practices and procedures is a lot easier than dealing with negative fall-out.
It is desirable therefore to be proactive, because the results of having 'best practice' established is the creation of a high trust and high performance environment, where dependability and flexibility occurs as a way of life. The more effort management puts into creating a sound employee relations environment, the better the results.
If your company is not HR orientated then it is better to consider the various areas within which your company could benefit from a professional approach to people management and the steps required to implement suitable policies and practices to address company's needs. I will just provide a few examples of this need in relationship to human resource requirements:
- The need for job descriptions and personnel specifications – Clarity of focus, good briefing documents for candidates and new employees.
- Contracts of employment – A clear relationship between the company and the individual. A document which can be presented to defend a case where that relationship is challenged under any legislation.
- Anti-bullying and anti-harassment policy – Protection for everyone in the company from this behaviour which is growing (or at least becoming more identifiable) and costly for the employer.
- Reasonable procedures for dealing with discipline which respects the individual and is compliant with the laws of natural justice.
- Reasonable procedures for dealing with grievances which, if left unanswered, will impact on company performance and may result in the loss of a key skill-set.
Obviously, this list could go on indefinitely as modern HR management is a broad and complex issue. It must be, as it involves humans, the most complex creatures on the planet.
So, where does one start?
What is Change?
Change is any shift from one state to another. It amounts, in human terms, to doing things differently. This can occur by accident, habit, evolution, nature or it can be planned and deliberate. The latter method is our preferred approach - planned with clear objectives. It is safer, less costly and we are less likely to make mistakes.
A Change Management Process
Step 1: Preliminary Preparation
This is all about getting enough information to aid your decision-making. Generally, the more information you have, the better the quality of the decision-making process. Get a basic understanding of what HR Management is. In doing any job you require both knowledge and skill, so prepare yourself. Seek advice. Identify some key aspects and measure these off against what you have. The analysis of what I have, against what I need will identify the gap that I must fill.
Step 2: Communications - Level One
Begin the first phase of communicating. This is really testing the company's readiness to adapt and change. Some companies already have a change culture because of the nature of the business. Others have not. So, understanding this cultural position is important. Flag the needs and risks, which you have uncovered in your preliminary investigations and your intentions to bring about broad changes and improvements in the HR Management area. Obviously, the keystone for driving the change process and setting the main objectives is the Chief Executive. Unless the Chief Executive is fully committed to the HR principles and their implementation, it is unlikely to succeed. So, (if you are not the Chief Executive) ensure that the Chief Executive is your first target for those persuasive arguments.
Step 3: The Initial Outline Plan
Once the level one discussions are reasonably well advanced, select a number of the HR elements which you have identified or got agreement to implement. These should be key issues which require change and which you consider to be most urgent. Develop a brief plan to develop policy statements and procedures for these subjects.
Step 4: Communications - Level Two
Communications is one of the most important aspects of successful change processes. Preparation is important. Summarise in writing your intentions regarding the change process and the benefits and/or needs. Be brief and clear. This briefing document is your communications plan. You may wish to provide a copy to employees. Your initial objective is to involve others and get buy-in to what all must see as a good idea. Avoid being too radical in the proposed changes. Sustained incremental changes, which are beneficial and supported by the majority, should be considered as reasonable progress. Advise staff that the company wishes to make improvements to policies and procedures with particular regard to modern HR principles for change and improvement. Listening and recording is important. There could be very valid options proposed which could be integrated into a revised model. If there appears to be little understanding or support for the changes it is better to resolve this first. Remember change is often accompanied by fear. This can arise from a lack of trust.
Step 5: Professional Help and Support
Difficulties will arise and it is important to get expert assistance and advice as needed rather than make a mistake, which could have long reaching affects. Such difficulties can emanate from individuals who have clear views, previous experience or something which they particularly want to preserve. This can occur from one department to another or just from different individuals who have an opinion. No matter what size your company is, all of the foregoing is important. In all such cases ensure that there is consistency. If there is a case for treating certain people or departments differently, from a procedural perspective, the background and reasoning should be aired as part of the communications process and employees should be convinced that the reasons given are logical, legitimate and legal.
Step 6: Final Written Copies of Policies and Procedures
As you proceed and policies are developed, including the practices and procedures required to implement the policies, it is important to ensure these are properly written and included in the company's HR Manual or Employee Handbook. This handbook should be available to all employees in a central and easily accessible location within the company. Before issuing, have it assessed by someone who is familiar with the function. If possible, get professional assistance.
Step 7: Support and Maintenance
Once each phase of the HR plan is implemented there will be an on-going requirement for support and maintenance. Flaws and issues will arise and reconsideration, adaptation and communications will be important. This will be particularly so in the early stages following implementation as employees become familiar with the reality of practices and procedures in operation. The objectives should be clear and consistent. Employees should be supportive of the new HR approach and on an on-going basis. Modifications and adaptation is fine but needs careful consideration. As you go forward remember the long-term implications of all the policies, practices and procedures and the professional management effort it took to achieve this stage, so it is pragmatic to give your most professional consideration and management time.
Summary
Out of this simple seven-step change management process you can create a greater level of security and dependability with those whom you depend on to get the work done to a high standard.
Knowing where one stands removes the wasted energy of wondering and worrying.
As an individual we all have the right to know how we are to be treated in the event of any given circumstance in our work environment. Not knowing brings doubt and doubt brings insecurity and reduced performance.
Human resource practices guides us through this proactive route to the successful management of people at work, which is beneficial to the company and to its employees.
