HRM 400 Milestone One

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1 Milestone One Corine M. Williams Southern New Hampshire University Course: HRM 400 Change Management Professor Rhett Beyer March 17, 2024

2 Milestone One Since our organization’s recent acquisition by Alpha Plastics the leadership has noticed a decline in the company’s performance. To turn performance around there are some changes that the organization has made and a few other changes the organization will be making. One of those changes will be the organization’s transition to a three-shift operation. The role of HR specifically in facilitating, developing the team, and tracking work in this transition will be that of change manager navigator. In other words, HR will “identify options, monitor progress, and navigate a way through this uncertainty, ambiguity, and complexity” (Palmer et al., 2022). Moving to shift work will be new to the organization. Be assured during this transition HR will provide “clear and consistent communication throughout this entire change process” (TriNet Team, 2023). HR will remain in place to explain how this transition will take place and will also “be available to meet with employees who have questions or concerns about any element of this process” (TriNet Team, 2023). HR will remain on top of monitoring the progress or even lack thereof throughout this change. Management will receive regular feedback from HR spelling out employee concerns, issues, and questions. The change management process is used by organizations “to implement changes through building and delivering effective change strategies. It includes reviewing reasons for change, implementing changes, and helping people adapt to those changes” (Coursera Staff, 2023). An example of the change management process is a company merger or acquisition. Mergers and acquisitions may mean layoffs, a change in work structure, or even the implementation of new departments. During this change consistent communication and reassuring of employees will be necessary. Another example of the change management process is the use of new technology in an organization. The new technology is not the only change in this scenario. There will be an

3 increased level of training required for those in the organization to properly use it. This may also require additional staff to be brought in. There may be some staff so resistant to the new technology that they choose to leave. This then changes the workplace culture or dynamic. “Change management processes are all-encompassing” (Coursera Staff, 2023). A recommended relationship building process with all managers and informal leaders is to seek input and involvement. “Asking for advice, feedback, or ideas, and involving them in decision-making or problem-solving processes” (LinkedIn Community, 2023), is a good way to build positive working relationships and a high level of trust. Inviting one another to meetings and presentations aids in building a strong relationship. Also publicly praising and sharing one another’s accomplishments aids in building relationships. Seeking others’ advice and opinions in business shows you acknowledge their skills and experience. The success of the relationship will be tracked based on how much more trust is gained and shown through continued discussions and advice seeking. Regularly coming to one another to collaborate on projects, decisions, and additional assignments will prove that the relationship is one which is valued, respected, and wanted. There is no perfect way to communicate this change to the organization. There are going to be some staff who are against shift work altogether. This will not be because the organization will not provide adequate information and list benefits to moving to shift work. Instead, it will simply be because some people do not like change. Nonetheless, the decision has been made and must be communicated. Therefore, the best way to communicate this change will be to provide clear, honest, and open communication to the organization. There will be a mix of “spray and pray” (Palmer et al., 2022), along with some “underscore and explore” (Palmer et al., 2022). Although feedback from the staff is always valued in this scenario there is no time to obtain

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4 feedback before making this change to shift work. Instead, we will communicate the change to a three-shift operation, explain when and how the shifts will be rolled out, how employees will be assigned, and our plan for allowing employees to change shifts. In communicating the change, employees will be presented with the benefits of shift work. Some benefits to shift work include “preventing employee burnout, ensuring fair working hours and rest periods for employees, and maximizing productivity” (Pramod, 2023). Employees will also be informed that the change is one which is necessary to begin turning around company performance, which has fallen since the recent acquisition. Because of this decline in performance the company has chosen to go with this structural change without being able to take the time to receive employee feedback, despite the value held on employee feedback. The benefit of communicating this amount of information is our “staff members are exposed to company information” (Palmer et al., 2022). Unfortunately, as already specified, we will not have time to allow for feedback before rolling out this change. We will, however, ensure all staff that they will have the opportunity to speak with HR prior to the change, during the change, and after the change for individual issues or concerns. Feedback surveys once the shiftwork is rolled out will be issued and at that time further changes can be taken into consideration and possibly made to shift work in the next quarter. As leadership is already involved in handling the business aspect of this change, the recommended HR processes for supporting organizational change involve the “human side of things” (TriNet Team, 2023). For example, HR will, as with this memo, provide clear and consistent communication about the change to shiftwork to all employees. HR will “track the impacts of this change” (TriNet Team, 2023). As already mentioned, HR will remain open and available to all employees for discussion regarding the change to shift work. Once again, surveys requesting feedback on the shifts during the first quarter of this transition will be issued. How the

5 organization moves forward will be based on this feedback along with the measurement of company performance. All in all, HR will be the support system for both leadership and all staff during this period of change, working to manage resistance and build buy-in.

6 References Coursera Staff. (2023, December 1). The Change Management Process: What is it and who is it for . Coursera. https://www.coursera.org/articles/change-management-process? isNewUser=true . LinkedIn Community. (2023, August 2). How do you build relationships with managers and stakeholders? . How to Build Relationships with Managers and Stakeholders. https://www.linkedin.com/advice/1/how-do-you-build-relationships-managers- stakeholders . Palmer, I., Dunford, R., & Buchanan, D. A. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill. Pramod. (2023, October 5). Exploring shift work: The pros and cons of working shifts . Zoho Shifts. https://www.zoho.com/shifts/shiftcentral/pros-and-cons-of-working-shifts.html . TriNet Team. (2023, January 25). HR’s role in Change Management . HR Solutions, Payroll, and HR Outsourcing. https://www.trinet.com/insights/hrs-role-in-change-management .

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