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Change Management

Change Management

Prepare up to 3 questions each to test the knowledge of the presenter. Give feedback to each other on your response, in your group discussion and then provide individual written responses, in your own words, to each of the following questions. What are the different behavioural responses employees may demonstrate when their organisation are experiencing change. Compare and contrast these different behavioural responses
Explain the role of HR/L&D in your organisation or one that you are familiar in supporting individuals during organisation change? 3 questions (Questions were asked to Chris)
1. How did the change effect your organisation? (internal and external factors) 2. What was the impact of change on you and how do you cope up with it? 3. How long did it take employees to accept the change?

The most common response to impending change is a negative response where, initially at least, the target population sees the change as a bad or threatening thing. The goal is to leave employees in favour of the change and highly motivated to make it work.
Different Behavioural Responses.
Change, whether planned or imposed, can have a significant impact on an organisation. changing public policies covering labour markets, productivity and employment law extended the HR functions. Different HR strategies and work practices arose as the result of changes in the political economy. most work organisations, albeit not precisely at the same time or the same degree, have faced the effect of free global trade, deregulation of the markets, privatization and simultaneously, the need to improve productivity, quality and cost efficiencies.
The implication of globalization, international and national neoliberalism economic policies, new technologies and social changes are readily apparent. What are the behavioural responses employees may demonstrate when their organisation are experiencing change? Compare and contrast these different behavioural response The four behavioural reactions to change are disengagement, disidentification, disenchantment and disorientation
1. Disengagement – this is a psychological withdrawal from change. Signs of this behavioural change will be evident in employees as they may appear to lose initiative and interest in the job.  Disengaged employees are often present physically but not mentally and may hope for the best but take on the approach of doing nothing. There will be a lack of commitment and drive and they may use phrases such as “It doesn’t affect me”. Managers should try to confront disengaged employees about their reactions and identify their concerns.
2. Disidentification – They may feel as though their identity is being threatened by the change. Rather than focus on the changed procedures, they may try to cling onto a past procedure in order to make themselves feel secure. Managers can try active listening to try and engage employees in the change and show that they are fully supportive of the employee’s concerns.
3. Disenchantment – disenchanted employees often express their reactions in the form of anger or negativity. They are angry about the fact that their past has gone and they may try to group together other colleagues to fight against it. They should be allowed to let off steam and managers should make it known that any expressed anger is not being held against them.
4. Depression – employees who are used to clear goals and directions may become disorientated by change. They may appear lost, confused and unsure of their feelings. Rather than focusing on how to do things they will focus on what to do. give the employee clear steps about what is going to happen during the change.. Resistance to change is normal.
The Project Manager should expect to encounter it and deal with it. The worst time to encounter resistance is during the cutover to the new solution. Transition is usually a busy, critical, high-risk period when the last thing you need is a lack of co-operation from the target population. Try to surface issues and resistance earlier in the project so that there is time to get the target population engaged before any damage is caused. Some Organisational Change Management experts suggest that you should deliberately upset the target population early in the project so that you can guide them through the emotional curve and change their attitude. That may be taking the principle too far – but, if there is going to be resistance, try to deal with it early.
Explain the role of HR/L&D
Management of change within organisations is to be a core part of the role of HR professionals. Effective leadership is the key enabler as it provides the vision and rationale for change. Different styles of leadership have been identifies, for example coercive, directive, consultative and collaborative depending on the scale of change. Some of the involvement of an HR in supporting individuals at the time of Change are identifying any skill gaps, training needs. New posts new working practices, Assessing the impact of change in one departments on another part of the organisation. Understanding the appropriate medium of communication to reach various groups. Helping people cope with change , performance management and motivation.

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