Posts Tagged Change Management
Rapid development of new business technologies and breakthrough innovations have become the new normal for organizations in the 21st century. Businesses are now more frequently encountering shifts in the global economy, changes to customer populations and fierce competition from an increasingly crowded marketplace. And when change is encountered, organizations and their employees are impacted in positive and negative ways.
I have a fun activity for everyone. I would like for you to raise your hand if you have ever experienced organizational change? Is your hand raised? I know mine is. Organizational change could be anything from a reorg of your company, reduction in force, acquisitions, mergers, growth investments, etc.
There are two adages familiar to every organization is: time is money, and change is inevitable. The interesting thing is that these truisms are connected—change doesn’t happen without an investment of time. If an organization’s leadership is unwilling to invest the time it takes to properly address the needs, ideas, and priorities of the business to execute change, then the change is likely doomed to fail.
At Google, change is constant. But how we managed and messaged change wasn’t always working. So we developed a simple framework to rethink reorgs and it starts by asking “Do we even need this change?”
There is no single way that Google manages internal change, like a reorganization. But we’ve been piloting a new approach that has been used in different parts of the company, impacting thousands of Googlers.
Rapid development of new business technologies and breakthrough innovations have become the new normal for organizations in the 21st century. Businesses today encounter frequent shifts in the global economy, rapid changes to customer populations and fierce competition in an increasingly crowded marketplace. Change affects organizations and their employees both positively and negatively.
I am not just being figurative, I am being literal. HR folks need to update their wardrobes. Let’s be leaders not laggards in corporate fashion and personal branding.
What a difference a decade makes. In 2007, the most pressing issues for HR were succession planning and leadership development. HR analytics was in its infancy, and we were still feeling our way through the metrics. Annual reviews were the norm, as opposed to the constant feedback employees expect today. And social media was viewed by management as a threat to productivity, not the essential business tool it is today.
About six weeks ago, we covered some of Chipotle’s HR trials and tribulations, including a class action lawsuit filed by 10,000 workers claiming wage theft and the NLRB attacking provisions of the Chipotle employee handbook. Turns out, that was only the tip of the HR iceberg.
(But Perhaps You Can Reduce the Pain a Little)
Mergers and acquisitions are in style again. Last year was, according to The Wall Street Journal, “the Biggest M&A Year Ever.”
If you’re in the human resources profession, you will most likely experience at least one—if not several—HR technology implementations throughout your career. HR technology implementations affect every part of the organization.
SHRM Foundation Report a Primer for Change Management
Look at this chart. Does it resemble your employer’s organizational chart?
Now envision this: No pyramid. No managers. No directors. No vice presidents, senior vice presidents or chiefs.
If you’re in the human resources profession (or plan to be), you will most likely experience at least one—if not several—HR technology implementations throughout your career. Technology implantations affect every part of HR, not only the human resource information system managers, and they affect every part of the organization.
If you’ve never experienced an HR technology implementation, you’re in for an exciting challenge.
One of my clients is the CEO of a small business that was doing very well. The business had been around for 20 years and had grown to a modest level in that time. At one point she felt the growth had become too stagnant and she felt she needed to make some changes in order to take the business to the next level. The problem was that those changes were bound to anger some of her staff.
And she was a people pleaser.
Congrats – You’ve been promoted! Oftentimes, when you accept a new role at your current company, you will find yourself caught between your old duties and your new duties. As in any new role, there is likely a defined transition period - typically between 2-3 weeks. But what happens when your old team comes to you on day 2 of your new role and asks you to take care of something for them? It’s important to understand when and how to say no to your old team.