Change is not only a matter of will
For a long time, we imagined that we could drive change simply by decreeing it. The company set the roadmap and its new directions and regardless of the commitment and support of the employees, the most important thing was to continue on the path set and achieve the objectives set. Today, that era is over. The shortage of qualified resources and the difficulty in attracting new talent no longer allow this way of thinking and doing. Organizations and HR managers who want to impose change without identifying and supporting the talents and drivers on which to build have become aware of the risk of failure.
To succeed in this transformation, there are two major challenges:
1) Focus on close proximity to the field
2) Show empathy and listening skills
For HRDs, it is thus a question of mastering the elements conducive to transformation, but also of understanding and anticipating as well as possible the possible barriers to change.
In this context of unprecedented organizational upheaval, HRDs have a complex but indispensable role in its implementation.
The HR function thus becomes a Business Partner to help increase productivity and make financial decision-makers, operational managers and HR decision-makers work hand in hand. The objective is to align HR policy at all levels of the company.
Other fact is that it must position itself as a Human Partner in order to provide a more respectful aspect of the human being by taking into account all stakeholders – Management, managers, employees and while following the three main essential phases of the change cycle:
- Diagnosis: Identification of needs, populations concerned, and their acceptance of the change.
- Support: choosing the most appropriate levers for communication and training while preserving the social climate.
- Piloting: finding the men and women, the leaders capable of piloting everyone.
Supporting employees: the experiential is the key!
Accompanying change is above all a question of the will to lead the transformations. All the teams are now waiting for new perspectives and new experiences from the company. They want to be more involved in new projects of the company.
HRDs must encourage and facilitate this appetite to build employee loyalty. The idea is to allow a certain number of skills to be confused with life skills outside their area of competence in order to allow everyone to develop and become fully involved.