As a job-seeker, making it to the interview stage for a potential career opportunity is serious business. This is an opportunity for the applicant to have a feel about the company and the role in a more intimate fashion.
The interview will either get you even more excited about the opportunity, or it could give you further clarity on whether or not it's an opportunity or a company you will be successful or happy working for in the future.
As a recruiter, take time to explain the interview process to the candidate. Communication is key throughout the entire candidate experience. Take the time to explain how the interview and the selection process works for your company.
Understand that the candidate is also interviewing YOU, the organization, and their potential co-workers. The interview really is a two-way lane. Respect the fact that your candidate has taken time out of their day to be there for the interview. Allow them to ask questions that will help in determining if your organization and the position are an amazing fit for them.
For details, visit https://blog.shrm.org
………… Organisations do not change, people do……
Organisations comprise of people, process, structures, jobs, tasks which are occupied by people.
New initiatives and projects are launched everyday to improve performance, organisational effectiveness, increase profit, improve customer experience etc. and these initiatives will require new ways of working, new processes, sometimes changes in job roles or organisational structure and all these changes require the cooperation of individuals (the people) to be successful.
According to Prosci, change management focuses on the “people side” of organisational change and it involves both an individual and an organisational perspective. When the “people side” of a new initiative is not well-managed, this can lead to resistance, changes not fully implemented and lack of interest in the desired “future” state (vision) of the company which invariably will lead to old ways of working and the numerous issues that called for change initially.
Executing organisational change
We adopt a Management of Change (MOC) process to identify, assess, mitigate and approve change related risk prior to the change taking place. Now a change may cover, but is not limited to alterations to a procedure, standard, production process, hardware or organisational.
The seven steps to follow in a Change Process are illustrated below:
Step 1: Identify Stage: At this stage, the change is recognized and formulating the change management strategy is the first step in implementing a change and at this stage, the following will be considered:
(i) Recognize need for the change
(ii) Assess the risk of not carrying out the risk
(iii) Prepare draft implementation plan
(iv) Secure management approval for the risk
Step 2: Screen Phase: At this phase, the risk assessment are validated and resources are identified for implementing the change with an approval to commence implementation and a Go-live date is identified
Step 3: Review Phase: At this phase, risk assessments are documented, necessary control and mitigations are established and key action items to address gaps are developed and agreed.
Step 4: Approve Stage: At this stage, the relevant Management Body as it concerns the change will review and approve change proposal which will lead onto implement phase
Step 5: Implement Phase: At this phase, there will be the actual activities required for the transition, e.g. changes in processes, document updates, generally execution of agreed implementation as well as communication to relevant stakeholders. At the end of the implementation phase, the Go-live of initiative is authorized.
Step 6: The final stages involve Close-out: At this stage, completion of outstanding issues identified in the Review Phase, sign of close-out report and
Step 7: Lock Back phase which typically involves capturing and disseminating learning from the implementation stages to others who might be contemplating a similar change, monitoring and compliance and to conduct retrospective review of installed change to determine if intention of change was achieved.
Again, like strategic management, change management also requires action and involvement by leadership for it to be effective.
One of the successes attributable to this is that, in 2016 alone, we have been able to save cost of about $200million through a well-managed change process we called Cost-Optimization
Source: CIPM People First Magazine Vol.5 No:2, 2016
HR IN MANAGING CHANGE AND TRANSFORMATION IN ORGANIZATIONS
Change is the relationship among various forces that are involved in growing something new. Deep change comes only through growth – through learning and unlearning. 70% of all change initiatives fails due to failure to address human component change (HBR by Michael Beer & Nitin Nohria)
The need for change management
· Business environment has increasingly become volatile, uncertain, complex and ambiguous (VUCA)
· Ability to respond to the pace of change is what determines the winner or otherwise
· According to Kotter, J.P, Transformation is a process that advances through stages that build each other
· HR Professionals can drive initiatives, reengineering process and frame cultural
The ADKAR Model
ADKAR describes the required phases that an individual will go through when faced with change. It is a foundational tool for understanding “how, why and when” to use different change management tools.
A-AWARENESS of the need for change
D-DESIRE to support the change
K-KNOWLEDGE on how to change
A-ABILITY to implement new skills
R-REINFORCEMENT to sustain the change
DEVELOPING CORRECTIVE ACTIONS WITH ADKAR
IF THE GAP IS
Management communicates about the reasons for change (why, risk of not of change); face to face communications with immediate supervisors about how the change impacts you directly
Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change
Messages by senior leaders and supervisors that the change is here to stay; individual coaching sessions to identify gaps
Training on how to change and the skills needed after the change
On-the-job training and job aides to support the new behaviours; coaching by supervisors; troubleshooting
CHANGE MANAGEMENT VS CHANGE LEADERSHIP
· Change management is an outside-in process with a focus on structures, systems and process
· Change leadership is the inside-out element of meeting the challenge
· It is about enlisting people in change and keeping them committed throughout
HR PRACTITIONERS ARE CHANGE LEADERS
· Many organizations have mastered the operational or structural slide of change management
· HR practitioners offer the benefit of change leadership along with change management
· Change leadership is about the phases of change
Everyone who is part of implementing the change process is a change agent (“seed carriers”)
Source: CIPM People First Magazine Vol.5 No:2, 2016