Argue the value of the change management plan to the overall success of the organization. Add to your previous submissions a plan for sustaining the change in the long run. 6-8 Pages.
Section I: Organization: Describe the organization and comment on the HR change that the organization should make. Utilize effective diagnostic tools to assess the organization’s ability to change. Support assertions with theoretical evidence. 1. Describe the company in terms of industry, size, number of employees, and history. 2. Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed. 3. Formulate three valid reasons for the proposed change based on current change management theories. 4. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization. 5. Using one of the diagnostic tools you selected, assess the organization’s readiness for change. Provide results of the diagnostic analysis Explain the results 6. Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.
Section II: Kotter Change Plan: Utilizing the Kotter eight-step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement. 1. Ascertain how each of the steps applies to your specific organization. 2. Develop a strategy that illustrates how you would address each of the eight stages of change: Establishing a sense of urgency. Creating a coalition. Developing vision and strategy. Communicating the vision. Empowering broad-based action. Generating short-term wins. Consolidating gains and producing more change. Anchoring new approaches into the culture.
Section III: Resistance and Communication: Research methods of minimizing resistance to change and create a plan to address resistance within your change management initiative. 1. Diagnose the reasons for resistance to change. 2. Interpret the potential causes of resistance in the organization. Identify and describe three potential causes of resistance to your change plan. Identify and describe three potential sources of resistance to your change plan. 3. Create a plan for minimizing possible resistance to your change management plan. 4. Elaborate on the relationship between resistance to change and communication. 5. Evaluate three communication strategies. 6. Recommend one communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization. 7. Create a solid communication plan for your change initiative.
Section IV: Sustaining Change: Research methods of sustaining change in organizations and create a plan for sustaining proposed change. 1. Recommend two strategies for sustaining change: Diagnose the two theories from a scholarly perspective Evaluate why the strategies selected are viable for the organization
Section V: Presentation
. Create a 10–15 slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria: Be creative in your design so that is appealing to others. Ensure that all of the major points of the plan are covered. Create bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint. Note: You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication. Use a professional technically written style to graphically convey the information
Amazon Web ServicesAmazon Web Services is a technological based firm in the United States. Prominent for its success as a tech-giant, it offers online computing services to its customers across the globe. Its profound success and development is attributed to its human resource policies, which ensure effectiveness and efficiency in the company’s growth, employees’ development, and customer satisfaction (Amazon, Inc., 2021). Some of its human resource management strategies include merit-based process of recruiting and selecting employees, training and development, continuous performance evaluations, and offering rewards to high performing employees.As a former employee of AWS, I would encourage the HR and recruiting teams to implement a strategic change that I believe that would increase the overall productivity and subjectmatter knowledge within AWS. There is an internal policy that I believe limits the ability for some lower-level employees to advance to higher level positions. Those positions sometimes go to external hires. This policy limits the ability of employees in lower levels to apply for higher level positions due to their current level of employment within the company. This disregards the skills they have acquired within their current roles, the knowledge they have of internal processes and products and most of all, any education or certification they are working hard to achieve while still being dedicated and high performing employees. While there is no policy explicitly in place that limits the ability to apply all jobs have required employment levels to be hired or for external hires which level they will begin within. So for an example someone at level 2, has no realistic chance of landing a level 4 position no matter how much internal knowledge they have or education that have received outside of work that uniquely qualifies them for the position the are applying for. In my opinion a company that promotes more organically especially from within for management positions will increase the level2 of performance for all employees within that team or business unit. Hiring an external manager to come in and lead a team that they are new to requires them to first learn the job functions, then become familiar with the team and processes. Someone who is already apart of that organization that has all of the required internal knowledge of the role and has the expertise and proper education in my opinion will represent a better fit for that job and perform at a higher level and increase morale in employees showing upward growth is a norm at this company.
Amazon Web Services is a tech giant that provides technology services to companies and individuals all over the world. Founded in 2006 AWS has become the largest cloud provider in the world. Offering compute, storage, database, and AI services amongst many others. The company has the largest market share amongst cloud service providers. Starting by taking excess compute capacity that Amazon.com was in possession of and offering it to customers to make a return on aninvestment they had already made to meet the growing compute demands that Amazon.com constantly had. AWS quickly became a profitable project that clearly showcased the need for on demand compute capacity and became a robust product offering. AWS while always being a part of a large e-commerce giant was once a startup and now employees tens of thousands of employees worldwide. As professionals we all know what goes into a hyper growth period of a company. Especially one that is turning into a global leader within its industry. There is staffing, administration, operations, delivery, customer service, management, and logistics. This is just to name a few immediate and pressing needs that all need to be addressed simultaneously. In a stage of hyper growth stage, it is common practice that whatever works and what is good enough become policy. We have all heard the saying that large ships move slowly. Once the company is large and the policies in place have allowed growth to the current stage. This lends itself to a certain type of confirmation bias, if it has worked this long and gotten us this far. Why would we change what is currently working, we are a global leader in our field? A lot of people that have been there a long time, have made it to management and are very comfortable with the status quo. We must understand that no matter the size or revenue or standing within the industry there is always room for improvement. Any company that is hard set on continuously being the global leader in their field must always understand that there is room for operational, procedural and
policy improvement. The moment that we begin to think that we have reached a place of perfectionor become complacent are positioning themselves for decline. Talent, employees, or human capital these are all words and phrases that we as professionals know represent the greatest asset any company possesses, its people. It is the people that drive the company forward and are literally the life blood of the organization. I have seen firsthand where an employee has produced an outcome that has delivered immense value and received praise from the global network. Later on, this employee was denied consideration upon applying for a new position because his current level of employment was not high enough to apply for the position. Understandably that this can make sense in certain situations. An entry level employee or a junior employee can not apply for senior leadership position due to the obvious gap in experience or education. However there are many situations where an internal employee possesses the knowledge and experience to perform the duties of a higher ranking position and should be fairly considered upon merit. They should not have to wait for a promotion in their current role to be able to attain a higher-level position. This is a change that needs to be implemented in this organization There are many reasons that make this change necessary to implement with the company. The first of which is empowering employees at any level to believe and see that they can grow within the organization beyond the growth track for their team or role. We have to accept the fact that all jobs in a company do present the most promising trajectory. Often times you accept a role within a good company with the hopes of moving around and landing a role that you find more rewarding and promising. This reason makes the change necessary as the change of this policy willallow employees to find long term opportunities within the organization and prevent the turnover rate from increasing beyond where it is currently and hopefully drive that trend downwards.
The second reason why this change should be implemented is that employees should have clearly defined growth strategies for jobs within the company within or outside of their current departments. Presenting these avenues for growth will encourage employees to seek new knowledge, attend courses, attain professional degrees and certification in an effort to further their careers. The sheer opportunity of advancing your career resulting in increased skill sets and knowledge in your employee base is a net plus for any organization. The final reason why this change should occur is your company providing exciting and rewarding career opportunities for its employees and helping promote internal employees to different roles in an effort to increase the overall value of their employee base and promote spreading knowledge throughout their company by having people from different departments bringtheir knowledge and relationships to different parts of the company and thus improving collaboration and the transfer of knowledge within the company. One way to diagnose the readiness for change within a company is by evaluating the speed at which they adapt to changes within the business landscape. If a competitor releases a service thathas a clear and distinct value proposition that your product does not provide. How quickly are we responding and releasing a product that offers an equal but preferably greater value? How long does it take for a small change in internal policy to take place, and what are the approval steps needed for the change to become official? How many people are involved in the change approval process for different departments? The answers to these questions will give you a good starting understanding what it would take to garner buy in and put a change request in place for the policy that you have in mind. I would also find the time to speak to lower level employees and understandhow broad the impact this current policy is having upon the employees.
After attaining the answers to the diagnostic questions. I would use that information to understand what steps I would need to take to submit a change request. The primary diagnostic information I would need to ascertain would be how long do we take to respond to changes in the business landscape that prove to have a competitive advantage to the products our company is offering. That would give us an understanding of how fast we react to competitive threats. I would take this information to add to our change request information I was able to find on our competitors and how they promote form within their ranks to increase employee knowledge and sentiment. We discussed in the opening of this assignment that big ships move slowly. AWS is the definition of a global enterprise. When you are as successful in your field as AWS is, you believe in your current practices and policies and are hard pressed to change a policy that seems to be hiring the best people in the organization and bringing valuable outside opinions into your company to grow. While this may be true, I believe that policy is discounting the unseen experts and value that you already have in house. With that being said, you are not maximizing the current investments you made and are unknowingly increasing the rate of employee turnover by having employees that have worked loyally within your organizations feel that they do not have a path to higher levels of employment or more rewarding or challenging opportunities. It is my opinion that when it comes to this policy it would be difficult to say they are ready to change
Application of Kotter’s eight steps to change management to an HR situation
In his book “Leading Change,” John Kotter (1996), a Harvard Business School Professor and noted change specialist, offered an 8-step model of transformation that he built based on research of 100 firms amid change. The steps have been used widely in various management situations to bring about positive change for companies. Its advantages include; It is a simple step-by-step model that provides a clear definition and advice on the complete change process and is very simple to apply. It emphasizes the importance of employee involvement and acceptability in the overall process. The emphasis of the eight-step process is on preparing for and establishing acceptance for change rather than on the actual change process.
The eight steps of change management can be applied in the AWS company HR department to impact change. The HR situation discussed in this paper is the incorporation of remote working employees while employing technologies that measure the amount of work done by the employee or time spent (Editor, 2020). This is particularly necessary post-pandemic since congestion in the office space needs to be reduced. Its benefit towards employee safety while ensuring that they perform work as though they were in the office physically is what makes this change very essential.
The action plans for the eight steps of change management are as follows:
1. Creating Urgency
This step’s purpose is to prepare employees for the impending change and to urge them to participate. To be effective at this stage, the change initiative should have the backing of around 75% of the organization’s management (Aktas, 2022). this step can be accomplished by conducting a detailed analysis within the company workforce to come up with the need to adopt the remote working idea. this will help come up with concrete evidence for the need for the change. the hr department will further engage with employees informing them of the change and why it is required at this time. the HR department will also create a discussion forum to talk about the issues, risks, and potential solutions. Request assistance from stakeholders and industry professionals who have experienced remote working. This action plan once successful will create the required urgency and support (at least 75%) for the change to take effect.
2. Creating a Coalition
Championing for change cannot be a one-person job. For a change to be effective, there requires a team that believes in the results to be brought about by the change. Persuading people that the change is important necessitates strong leadership and visible backing from influential members of your organization. The action plan to accomplish this step includes determining the influential leaders and significant stakeholders in the organization and requesting an emotional commitment towards the change from these crucial individuals. Within this change commission, I will work on team building and examine the team for flaws while ensuring there is a blend of employees from different departments and levels within the company.
3. Developing Vision and Strategy
Kotter (2012) identifies several critical characteristics of a clear vision. It must be “imaginable, desirable, practical, focused, realistic, and communicated.” If urgency motivates individuals to act, the company’s clear vision will guide the business down the appropriate path as intended by management. The action plan to satisfy this step entails aligning the vision with the basic values of this company and the change program. The change coalition formed will also consider the ideas of employees when developing this vision.
4. Communicating the Vision
After the creation and development of the vision and strategy, it is important to communicate this vision throughout the organization. The action plan to communicate the developed vision entails advising the change coalition to incorporate it into their daily communications with each other and the rest of the workforce. The use of digital and manual official company channels to convey the message will also be frequently regarded. The use of remote work in conducting team meetings and taking minutes will also be a way to get the vision to the rest of the employees and management.
5. Empowering Broad-Based Actions
This phase entails removing change barriers, modifying systems that substantially weaken the vision, and fostering risk-taking techniques and unconventional. The action plan to satisfy this phase in line with my vision would be to i) identify change leaders whose primary responsibility is to implement the change. ii) Examine the company’s organizational structure, job descriptions, and performance and reward systems to ensure they support the vision. ii) Recognize and reward employees who are applying and championing the change.
Identification of those who are resisting the change and selling them the vision and the benefits of implementing the change is also a step in ensuring every employee is on board with the change.
6. Generating Short-Term Wins
The journey toward implementation of any type of change will initially be filled with a lot of enthusiasm but if the change does not generate short-term wins, most employees will lose faith and not support it. The action plan to satisfy this step comprises strategies to produce short-term positive impacts of the move to remote work. This can be done by conducting company meetings on online platforms while each employee is in their comfort area.
7. Consolidating Gains and Producing More Change
This step involves attaining constant growth by analyzing different successes and learning from such situations (Staff Writer, 2016). To accomplish this step, the change team formed will detail all the individual successes of incorporating remote working in the organization. Based on these details we will champion for more of the change to be incorporated in the running of the company and also tighten up on the loose ends. Building on the changes with data from its past successes will ensure it goes through companywide.
8. Anchoring New Approaches To The Culture
The last step in Kotter’s eight steps to change management involves ensuring the proposed changes are incorporated into the organization’s culture (Sullivan). The action plan for this step entails; i) ensuring new employees are hired according to their familiarity with online remote working, ii) championing the removal of cultures that are not in line with the remote working strategy, iii) ensuring that all employees whose job can be done remotely are doing so.
When the above action plan is implemented, AWS employees will be working remotely hence reducing congestion in the workplace. The incorporation of remote working into the company culture will help the company expand to other regions since they can employ people from various areas and backgrounds far from the company headquarter.
In an institution, opposition to change is frequent. There are several reasons staff fail to adapt, including the absence of a concise justification, apprehension of the unfamiliar, incompetence, inability to communicate, conservatism, low confidence, and poor communication. Due to some of the considerations mentioned earlier, it could take a little while for workers to get used to new departmental procedures or organizational rules. The pace of organizational change is determined by how long it will take for the staff to adapt to new practices (Durant, 2009). To improve collaboration and lessen opposition inside the corporation, this assessment aims to ascertain the level of resentment in the Google Corporation.
Google LLC is an American international software company emphasizing electronics products, cloud services, software applications, intelligent systems, online commerce, and internet engine innovation. It has frequently been described as the “most dominant company on the planet ” and one of the most important brands worldwide because of its monopoly status, information gathering, and technological capabilities in artificial intelligence. Google aspires to technical advances that are bold and focused on resolving the world’s most pressing issues. Examples are transformer simulations, self-driving automobiles, transport systems, and supercomputers. Process-wise, responsibility for organizational change typically lies with human resources. The methods that lead us there belong to the power of human resources, even though the concept of transformation may be formulated from top to bottom or as a response to larger market dynamics.
Possible Root of Google’s Reluctance to Change
Google is a software and information technology firm. Global technical improvement appears to be occurring rapidly, accelerating the pace at which business modifications are made. Attributed to why most personnel find it challenging to switch from the conventional method of operations to the latest technology, antagonism to Google’s initiatives is at an all-time high (Palmer et al., 2009). Because of their conservatism, employees consider a particular adjustment a challenging step to undertake.
There are numerous strategies that businesses can implement, some of which may lead to employment losses for some people. There is fear that machines can perform some tasks humans perform. For instance, Google makes a similar move. Poor remittance of information, which is an issue in and of itself that promotes aversion to change, may exacerbate this dread. Workers might believe erroneous data and resist a reform if those in charge do not adequately address it.
One reason Google employees can refuse to adapt is incompetence. Numerous adjustments have occurred due to increased rivalry in the technology industry. The pace at which alterations are made necessitates that staff members adapt over time and learn how to use the new work methods. Given the pressure to outperform the competition, managers could not have an opportunity to communicate with the organization’s employees, which would increase opposition to reform owing to ineptitude and absence of engagement (Palmer et al., 2009). Due to the need to maintain security precautions so that rivals or hackers cannot access the firm’s database and damage its reputation, Google is the most affected by this issue.
Change Management Process
Enforcing Creativity and Innovation
The initial phase in the strategy to identify Google’s opposition to change will be this component. The advantages of the adjustment for the effectiveness of their work are made clear to the workers by educating them about the necessity for transformation.
Elaborate on the Need for Transformation
Google’s strategy for managing changes will include early messaging to prevent the shift from coming as a surprise. Transformation is unavoidable due to the advancement of innovation. It is important to make this point to the staff to understand its significance for the business and individuals as workers.
Listening Attentively to Worker’s Feedback
Workers’ concerns and demands about the necessary modifications can occasionally be the root of resistance to transformation. This action is crucial to an effective consultation process between managers and workers. Workers learn during this procedure that the goal of implementing a huge shift is to promote growth and evolution for both the business and the worker.
Relationship Between Transformation and Resistance
Ineffective communication or poor information conveyance strategies will undoubtedly result in an aversion to transformation because the two are interconnected, so they cannot coexist. This is due to inadequate or non-existent communications, a lack of confidence, a phobia of the unknown, and a feeling of authoritarianism. The workers who generally believe that the proposed modification may make them unemployed experience a loss of confidence due to these thoughts. This is relevant since, in several instances of labor disputes, workers regularly assert that they lacked clear knowledge about why particular events occurred or did not occur.
There needs to be a planned process for data transfer in every business to prevent misinterpretation. Depending on the situation, data could be passed from younger staff to senior staff or vice versa. Based on the official data, it may also be given in person or in writing. Because knowledge about the modification is crucial and impacts the rest of the company, like Google, such data must originate from the highest-ranking person or their agents to ensure the data’s authenticity and veracity (Nadler, 2011). In that regard, executives and other company staff members should ensure the appropriate individuals surround them to convey data appropriately. This company’s optimum communication management plan should combine textual and face-to-face interaction. This occurs because word-of-mouth communication improves the information and gives it a deeper significance for the audience, whereas the written word is much more formal in style.
The different communications strategies will guarantee that opposition is decreased because textual and spoken engagement can be used in a specific change strategy. This is because the communication method can be misunderstood due to the writing system or the choice of words employed, although it has a somber tone and is legally enforceable. In this regard, it is the supervisor’s or the responsible president’s duty to set up a communication skills regarding the relevant adjustment. Verbal communication would guarantee that the addressee would ask questions or look for a response regarding the modification right away.
By doing this, the pressure that may develop and the likelihood of a reaction can be identified immediately. Informing the staff of a modification in both oral and written communications makes it apparent where the change came from. People reject change because they do not understand where it came from (Thomas, Sargent & Hardy, 2011). Employees desire to understand exactly what caused the modification so they can foresee what effects it might have in the future. This assessment shows that communication is indispensable to the connection between subordinates and superiors. Failure to communicate is one of the leading causes of reluctance to change, and its effective application and management can identify this opposition in a company.
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