Scribd
Upload
42 views2 pages

Managing Change

The document discusses the results of a SHRM survey on change management initiatives. It finds that the vast majority of companies have implemented some kind of change initiative in the past two years, with HR involved in most. According to the survey, HR's most important role is helping employees through the transition. Common changes included new performance management, organizational culture shifts, new HR systems, and staffing changes. The success of changes relies on maintaining organizational values and purpose.

Uploaded by

Ravi Subbiah
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
42 views2 pages

Managing Change

The document discusses the results of a SHRM survey on change management initiatives. It finds that the vast majority of companies have implemented some kind of change initiative in the past two years, with HR involved in most. According to the survey, HR's most important role is helping employees through the transition. Common changes included new performance management, organizational culture shifts, new HR systems, and staffing changes. The success of changes relies on maintaining organizational values and purpose.

Uploaded by

Ravi Subbiah
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 2

lies heavily on employees

making a smooth transition ^ Online Resources


through the process. Accord- For more information on etnerglng
ing to the survey. HR profes- tssue5r goto www,shrni.Drg/t rends.
sionals' most important task
during major changes is to organizational leadership to
help employees through the anaU^e the potential impact

Managing transitions.
In the SHRM survey, 58
percent of respondents re-
of change on stakeholders
before changes were imple-
mented.

Change ported major change initia-


tives involving new or revised
performance management
and rev'ievv processes, 54 per-
Although successful com-
panies must be able to man-
age change effectively, often
By Jennifer Schramm it's just ;is ijnportant to main-
cent went through orgiuiiza- tain continuity-.
he vast majority of tionaJ culture change such as

T
According to business his-
companies have im- executive leadership turn- torians, key aspects of an or-
plemented a chaiige- over or organization v'iilues ganizations ideolog>-, such as
management initiative over change, 53 percent imple- values and purpose, appear
the past two years, mid HR mented new or revised HR to be most effective when
was invoh ed in most of the infomiation systems, and 40 they remain constant over
initiatives long before the percent dealt with major long periods of time.
changes were implemented, staffing changes such as A strong sense of values
according to a foithcoming downsizing or layoffs. and purpose seems to en-
change-management survey One area where HR's role able organizations to make
report from the Society for may he expanding is in decisions and create strate-
Human Resource Manage- working in a more strategic gies that look beyond short-
ment (SHRM). capacit>* with the organiza- term profit and lead to
The success of change- tional leadership during the greater performance over
management initiatives re- decision-making phase he- the long term.
fore change-management Maintaining the values
initiatives have been decided and communicating tbe or-
on. Because so many initia- ganiziition's ideolog)- and
tives involve human capital puqxise are oflen integral to
in some wa>', HR plays a cru- famihar HR processes such
cial role in helping organiza- as recruitment, team build-
tional leaders determine the ing, training initiatives, and
effects that change initia- promoting and rewarding
tives could have on the labor employees.
force. Though tbe pace of
Fifty-five percent of HR change appears likely to
professionals reported that fijieed up and HRs in\t)Ivc'-
they were involved in assess- ment in change initiatives
ing organizational readiness will doubtless intensify, hu-
for change, and 51 percent man resource professionals'
said thcv worked with their greatest contribution in
times of transition could be
in safeguarding the organiz^i-
tionfil values that stay con-
stant over tijne. QQ

SCHRAMM IS M.\NAU-
ER OV THE WORKPI-ACE T R U N D S
.\ND FORECASTING PROGRAM AT
SHRM.

152 HR Hasazlne March 2007

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy