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What are your tips for managing change and resistance in HR strategic planning?

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Change is inevitable, especially in the dynamic field of human resources (HR). Whether it is implementing new policies, processes, systems, or structures, HR professionals need to plan and execute change initiatives that align with the strategic goals of the organization. However, change can also generate resistance from various stakeholders, such as employees, managers, leaders, or customers. How can you manage change and resistance effectively in HR strategic planning? Here are some tips to help you navigate the challenges and opportunities of change.

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1 Assess the current situation

Before you embark on any change initiative, you need to understand the current state of your organization and your HR function. What are the strengths, weaknesses, opportunities, and threats (SWOT) that affect your performance and potential? What are the gaps between your current and desired outcomes? What are the drivers and barriers of change? How do you measure and monitor your progress and impact? Conducting a comprehensive and honest assessment will help you identify the scope, scale, and urgency of the change, as well as the resources and risks involved.

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Adam Sloan, MBA

Senior Recruiter at Oklahoma Army National Guard|Muscogee (Creek) Citizen|Just a humble Oklahoman helping Oklahomans.
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A solid SWOT analysis is always required when determining a way forward in any given situation. However, the data collected is only as useful as the action that follows. A helpful decision-making tool is the OODA (observe, orient, decide, act) loop, a continual action model that helps to operationalize SWOT data which fits into the 'Observe' step. It is important to remember that no action is not better than bad action but we are in a position of choices -- take the first or second option relative to the situation -- sometimes conditions are not optimal and when they are optimal you've stumbled upon a rare occasion -- seize it, resign, and write a memoir -- you'll be remembered as a great HR practitioner or leader.

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2 Communicate the vision and benefits

One of the key factors that influence people's reactions to change is the clarity and relevance of the vision and benefits. Why is the change necessary and desirable? What are the short-term and long-term benefits for the organization and the stakeholders? How does the change align with the mission, values, and culture of the organization? How will the change affect the roles, responsibilities, and expectations of the stakeholders? Communicating the vision and benefits of the change in a clear, consistent, and compelling way will help you build trust, engagement, and commitment among the stakeholders.

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Nidhi S.

SPHR
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Effective communication is the key. One can build trust and gain early supporters and cheerleaders of the change initiatives by being transparent and answering the whys and hows. People feel less in secured if they clearly know what's coming and if they have their say in its development they not only adapt it but also support it and make it a collective endeavor.

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3 Involve and empower the stakeholders

Another key factor that affects people's responses to change is the degree of involvement and empowerment they have in the process. Who are the key stakeholders of the change initiative? How can you solicit their input, feedback, and ideas? How can you address their concerns, questions, and objections? How can you leverage their skills, knowledge, and networks? How can you delegate tasks, responsibilities, and authority to them? Involving and empowering the stakeholders in the change process will help you create ownership, collaboration, and accountability among them.

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Nidhi S.

SPHR
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Involving stakeholder also involves empowerig them theoufh proper training and development. Establish feedback mechanism and regularly assess progress and make adjustments as needed.

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4 Provide support and recognition

Change can be stressful and challenging for many people, especially if it involves uncertainty, ambiguity, or loss. How can you support and recognize the stakeholders during and after the change process? What are the training, coaching, mentoring, or counseling opportunities that you can offer to help them develop new competencies and cope with new situations? What are the incentives, rewards, or recognition systems that you can use to motivate and appreciate their efforts and achievements? Providing support and recognition to the stakeholders will help you reduce resistance, enhance morale, and foster loyalty.

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Nidhi S.

SPHR
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While you are providing support to the change it is vital to Understand that resistance to change is normal. Listen to the concerns and objections raised by employees and stakeholders. Address them with empathy and data-driven responses.

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5 Monitor and evaluate the results

Change is not a one-time event, but a continuous process that requires constant monitoring and evaluation. How do you track and measure the outcomes and impacts of the change initiative? What are the indicators, criteria, or standards that you use to assess the effectiveness and efficiency of the change? What are the feedback mechanisms that you use to collect and analyze data and information from the stakeholders? How do you report and communicate the results and lessons learned from the change? How do you celebrate the successes and address the challenges of the change? Monitoring and evaluating the results of the change will help you ensure quality, accountability, and improvement.

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Adam Sloan, MBA

Senior Recruiter at Oklahoma Army National Guard|Muscogee (Creek) Citizen|Just a humble Oklahoman helping Oklahomans.
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A common refrain in the military is inspect what you expect. Expectations are established in the SWOT, OODA, communication, and stakeholder involvement above. The situation your company, team, or unit faces is shaped by the shared problem conditions. Therefore, what we come to expect is solutions, people, managers, and leaders that have answers to 'now' problems; this is reactionary thinking. Because SWOT and OODA are constant, they can anticipate constant problems and inspect personal, professional, and organizational learning. Are managers developing flexible teams? Are leaders setting adaptable visions? Are the employees resilient for leaders and the conditions faced? These are the values turned into action for monitoring.

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6 Adapt and innovate

Change is not a linear or predictable process, but a dynamic and complex one that requires adaptability and innovation. How do you respond to the changes in the internal and external environment that affect your organization and your HR function? How do you identify and seize new opportunities and address new threats? How do you learn from your experiences and best practices and incorporate them into your future plans and actions? How do you foster a culture of innovation and experimentation among the stakeholders? Adapting and innovating in the face of change will help you maintain relevance, competitiveness, and sustainability.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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What are your tips for managing change and resistance in HR strategic planning?

1

2

3

4

5

6

7

1 Assess the current situation

2 Communicate the vision and benefits

3 Involve and empower the stakeholders

4 Provide support and recognition

5 Monitor and evaluate the results

6 Adapt and innovate

7 Here’s what else to consider

Human Resources

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What are your tips for managing change and resistance in HR strategic planning?

1

2

3

4

5

6

7

1 Assess the current situation

2 Communicate the vision and benefits

3 Involve and empower the stakeholders

4 Provide support and recognition

5 Monitor and evaluate the results

6 Adapt and innovate

7 Here’s what else to consider

Human Resources

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