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