Transcript Grp 7-HRD Manager as change agent

Presented by: NEHA
RAJ
 JASMINE
 DIVYA VARGHESE
 NEELAM
 NEHA MARWAH
 JAI
Traditionally managers have been
asked to select , develop,appraise &
reward employees for their
performance, but the challenge facing
today’s organizations requires them to
understand and manage
change.Therefore they need to develop
area of expertise that are useful during
the change process.
Person who act as catalysts & assume the
responsibility for managing change are called
as Change Agents.
Change can be brought about by managers,
non-managers, employees or an outside
consultant.
The primary goal of change agent is to help
organization improve its effectiveness,
performance, renewal capacity & competitive
readiness.
Internal
Causes
• Falling
Effectiveness
• Crisis
• Organizational
Silence
• Changing
Employee
Expectation
• Change in Work
Climate
External
Causes
• Globalization
• Workforce
Diversity
• Technological
Change
• Government
Policies
• Scarcity of
Resources
• Competition
The wind of change is sweeping the
organizations across the globe & in the
uncertain times nothing is more certain
than a constant change. The change
agents would require the following skills
to be able to keep themselves & the
organization afloat in the future:
 Superb communications ability – in all
directions
 Knowledge of the business;
products/services and core work processes
 Keeping a business perspective – both
macro (mission/vision) and micro (what line
managers cope with)
 Planning and project management skills
 Managing resistance
 Risk taking
 Managing conflict

Broadly speaking the most important contributions to be
made through the change agent role are those that
sustain the organization’s current performance and
assure its future performance i.e.
• Enabling people to work effectively as they plan,
implement and experience change
• Increasing people’s ability to manage future
change
 VARIOUS
AGENT
ROLES PERFORMED BY CHANGE
ROLE
DEFINITION
ADVOCATE
Highly directive role in which
the change agent tries to
influence the client to use a
certain approach
WHEN APPROPRIATE
When the client is not sure of
the approach to take and
needs a lot of direction
TECHNICAL Provides specific technical
SPECIALIST knowledge on special
problems
When client seeks direction
on a special problem
TRAINER
Provides information about
OD or different intervention
strategies
When client needs training in
some aspects of od
FACT
FINDER
Serves as a research or data
collector
When clients needs are very
specific
PROCESS
SPECIALIST
Facilitates meetings and
group processes
When client’s needs are for
process consultation
REFLECTOR Helps client to understand
situation by reacting to
information
When client is not sure of the
data and seeks clarification
Strategic
Structural
Process-oriented
People-centred
Each of these phase is extremely important &
requires the leader to take concrete steps.
UNFREEZING involves breaking away from
the way things have been done in the past.
CHANGING involves identifying & trying
innovative ways to do things or doing new
things.
REFREEZING involves stabilizing &
reinforcing the new ways or new things to do.
KURT LEWIN’S second change model provides an interesting
framework for expediting the acceptance of the change process. His
force-field model describes that majority of the situations exist in the
form of dynamic equilibrium. He believes that the balance would
exist only when forces driving change are counterbalanced by the
forces restraining change. This model also act as a reality check.
Driving
Forces
Present
Balance
Restraining
Forces
1. Increase urgency
Creating a climate
for change
2. Build the guiding
team
3. Get the vision right
4. Communicate
5. Empower Action
Engaging and
enabling the
organization
6. Creating short term
wins
7. Don’t let up
8. Reinforce
Implementing and
sustaining the
change

The business environment today is ever changing in
terms of technologies,market & industry.

Any change from a set pattern evokes fear about the
uncertainty that lies ahead.thus transformation has to
be dealt with carefully & converted into an
opportunity. HR managers have to take up this
challenge if they have to grow & develop into
becoming business partners within the organizations.

They need to take the lead in managing change This
involves guiding leading,enabling & motivating
people.
According to Axelrod, there are four approaches to
change management:
Leader Driven
• Suitable for small and
medium enterprises
with owner- managers
• Tends to be directive
and non participative
Process Driven
• Led by experts or
outside consultants and
supported by leaders
• Common in large,
bureaucratic
organization
• Work well when change
requires technical or
specialized expertise
Team Driven
• Common in large ,
manufacturing
enterprises that have
skilled and educated
employees
• Involves change
management strategiesTQM, Quality circle, Six
sigma
• Highly participative
change efforts
• Establishment of “
Parallel Organization”
Change Management
• Combination of expertdriven and team-driven
approaches
• Incorporates “Parallel
Organization” concept
• Reinforces hierarchical
top-down management
Recognize the need for change
II. Develop the goals of the change
III. Select a change agent
IV. Diagnose the current climate
V. Select an implementation method
VI. Develop a plan
VII. Implement the plan
VIII.Follow the plan and evaluate it.
I.
Some of these pitfalls are as follows:
 Faulty thinking
 Inadequate change process
 Insufficient resources
 Lack of commitment to change
 Poor timing
 A culture resistant to change
Here are some of the most common
reasons employees resist change:
 Uncertainty and insecurity
 Reaction against the way change is
presented
 Threats to vested interests
 Cynicism and lack of trust
 Perceptual differences and lack of
understanding
All times involve and agree support from people within
system (system = environment, processes, culture,
relationships, behaviours, etc., whether personal or
organisational).
 Understand where you/the organisation is at the
moment.
 Understand where you want to be, when, why, and
what the measures will be for having got there.
 Plan development towards above No.3 in appropriate
achievable measurable stages.
 Communicate, involve, enable and facilitate
involvement from people, as early and openly and as
fully as is possible.

Sponsorship
Support
structures
Engagement
Planning
Measurement
 The
basic principle has to be understood
by HR managers & through them by all the
employees,& only then the desired change
can be brought. We therefore could
conclude that HR has to play a major role
in formulating & implementing change ,as
it adds value to the most important
resource,i.e. the human resource.
CHANGE MANAGEMENT
Fortune India Ltd. is a manufacturing company located in Delhi. The
company was doing well from the past thirty years and the people
involved in the operations were confident in their respective areas
of operations as they were doing it from quite some time. There
was a feeling among some of the employees that it is becoming
monotonous kind of an affair although the efficiency has gone very
high due to the fact that the same person is doing the job from
quite some time.
A recent change in the policy and procedures of the company, it
was made possible for the employees to engage in job rotation.
Shyam is In-charge of a manufacturing operation from the past five
years and he has three subordinates directly reporting to him Vijay, Sameer, Rahul. Vijay has been working in the same job
position from the past twenty years, whereas Sameer from the past
five years and Rahul from the past two years in the same job
position.
Shyam being quite young and dynamic welcomed the change in the
policy and procedures as it amounts to giving more options to the
people those who are dynamic and look for more challenges.
Moreover it provides more holistic perspective about the
organisation. Shyam perceived that it is a win/win situation for both
the employees and the organisation.
Shyam called a meeting to discuss the possibility of the adoption of
job rotation. As the meeting progressed, Shyam became aware that
out of three subordinates, two wanted to change to a job rotation
schedule, whereas one is not at all interested for the same.
Shyam was in a fix and adjourned the meeting. After giving a
considerable thought to the problem, he was able to crystallize on
four alternative approaches that may be followed to manage this
conflict situation:
1. Forget about Job rotation in this unit.
2. Issue the orders that job rotation is mandatory for all the
three subordinates with immediate effect.
3. Respect the feelings of each one and workout an
arrangement where job rotation occurs for a while, is
stopped for a while, and so on, thus allowing each person to
have his or her way for some time.
4. Call the meeting again and discuss the pros and cons of the
proposed change and that their interpersonal relationship
are very important than any job rotation. Try to develop a
consensus for job rotation.
Questions:
(a)Which of the four approaches should
Shyam choose to follow in this
situation? Why? Or Should an
alternative approach be taken?
(b)What special interpersonal skills
should Shyam need to succeed in
this problem situation? Defend your
answer.
Cultivate that “CAN DO”
attitude
You Don’t Have to be
Great
To Get Started
But You Have to Get
Started
To Be Great
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