Big changes are disruptive for people and the organization

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disruptive-innovation

Any change scenario, whatever the context, change of residence, job, city, disturbs the feeling of control that people develop throughout their lives. This emotional journey that goes beyond the physical dimension of the new environment requires time to adapt, and this is where the competence of each individual to deal with change comes into play. But after all, what is the role of HR in organizational changes and how can we have a strategic role, keeping the focus on the assertiveness of the business, and at the same time supporting the demands related to people?

HR, as a partner area, has the mission of helping to sustain the business, as it is responsible for disseminating the organization's culture strategy, as it has expertise in human behavior. However, in order to be successful in this mission, he must primarily understand what his responsibility is within the process and where he should look first. The way HR is positioned in the organization's structure can have a significant impact on the way organizational changes are conducted, and this challenge starts at the company's front door, in the recruitment and selection of professionals who have a profile that is congruent with the environment. where it will be inserted. In the same way, as HR is an important agent of organizational change, it can, with its influence at the ends, support, reinforce or boycott a change process.

Analyzing from this point of view, it can also be said that the demand on managers has increased greatly over the years. And these requirements bring with them the need for constant development of the management body, so that they can contribute positively to the maintenance of a competitive organization. In this scenario of transformation, competencies such as adaptability, flexibility and receptivity become essential for organizations to succeed. The development of individual competences has a fundamental role as it contributes to the formation of people and to the change of attitude in relation to work practices, or even to the perception of reality, seeking to add value to the organization. These fundamental elements for achieving organizational objectives.

We can therefore conclude that, considering a management team involved in all organizational change initiatives, which are trained in their individual skills to support work teams, which understand the changes in behavior, skills and attitudes to which their employees will be subjected, we will always have best practices for driving organizational change.

The strength and commitment of leaders to act as a consistent network is crucial for employees to feel that their work environment supports their performance and provides them with development. This same leadership network will be a precursor to the cascading of competencies considered to facilitate the management of organizational change processes. The leader who knows how to do, inspires and teaches by example.

On the other hand, when we do not have an HR partner in the change initiatives, or that are somehow not involved in this scenario, it can have a high impact on the organization in terms of cost, response time and resources needed for any change to be implemented. HR must always be comfortable in the transition and involved in all organizational change that takes place in the company. If this doesn't happen, change takes time and is often not sustainable. Furthermore, dealing with the emotional management and organizational climate that any change initiative involves is HR's task by concept.

The development of competencies that involve change is a powerful management tool, as it promotes skills that will allow assertive behavioral interventions as our employees develop, and become capable of leveraging results with the dynamism and strength necessary for the projects success.

Creating a long-term commitment to change is one of the key challenges in delivering successful change. When people's concerns and reactions are effectively addressed, they will be committed to working in new ways – and change will finally happen. The culture of change then comes to be understood as part of the organizational culture, and in this sense, all initiatives will always be successful.

Fernanda Lou M. Pinatti is a HR Coach and Manager with over 12 years of experience in large pharmaceutical and distributor industries.

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