Analysis that Applies the Seven Phases of Change Management to a realistic Job Setting
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Analysis that Applies the Seven Phases of Change Management to a realistic Job Setting
Due to the rising competition in business, each organization should be flexible to implement change in their operation and the goods/services they offer. Regarding a technology firm as the work setting, this organization focuses on manufacturing and developing technology products and offers technology as a service. To ensure that it achieves a competitive advantage, the firm needs to invest in harnessing the top talent employees and maintaining them; thus, the stakeholders can accomplish this through a management change process. The change involves introducing a talent management program responsible for recruiting and training competent employees, both old and new. Therefore this paper analyses the phases of change management that the technology firm can utilize in implementing the talent management program.
The change management, in this case, is to introduce the talent management program. The need for change arises from the competition posed by other companies in the industry. Therefore, talent management is essential for the firm’s success and growth; the program will elevate the company to a competitive edge over the other companies in the industry (Rosenbaum, More & Steane, 2018). To attain long-term business goals, the firm needs to embrace talent management. It allows for the development of required skills, training for expertise, and employee motivation to deliver their tasks.
To ensure the change’s effectiveness, the firm’s management needs to build a change team; it should involve the staff who collaborated with the idea of change in the organization. Since change is comprehensive, the team’s efforts will be crucial in undertaking the responsibilities regarding implementing the talent management program (Rajan & Ganesan, 2017). For this job setting, the team members will be responsible for identifying the vacant positions and talent gaps, allocating resources for change, and recruiting competent candidates.
Once a change is incorporated into the organization, the formulation of vision and values is mandatory. The vision of the talent management program should be aligned with the objectives of the organization. This will act as radar for team members taking part in the change initiative and prompt the rest of the employees on the reason behind the change (Rosenbaum et al., 2018). Regarding the talent management process, the change team leader can formulate a vision stating ‘nurturing of talent with the aim of optimizing and growing the expertise, skills and traits of the employees.’
Development of vision and values is not enough; therefore, the talent management program leader should formulate ways of communicating and engaging them throughout the company. For effective communication, the change initiative team should frequently convey their vision and values during the organization’s important forums (Al-Ali et al., 2017). Additionally, communication and engagement can be tailored by using influential team members to facilitate the talent management program’s implementation.
Most people are afraid of change; therefore, to successfully initiate the talent management program, the change team leader should understand the skill of empowering the employees in the workplace. Empowerment amid the change process involves acknowledging that change is not solely a process but rather a new way of acting, thinking, and greater ambition to engage, collaborate and innovate (Rajan & Ganesan, 2017). Once the employees are empowered, the talent management program’s vision becomes a shared objective, hence gaining a sustainable reality.
Once the talent management program has been implemented in the organization, there is a need to evaluate the improvements and energize the change. Since the change initiative’s victory cannot be declared early, the team leader should be agile in noticing the consistency in improvement regarding the change. Once the potential modifications have been identified, the change team should formulate a strategy of energizing them to achieve the program’s vision (Rosenbaum et al., 2018). For instance, the team can evaluate the firm’s productivity since implementing the change; if the improvement is noted, the team should put more effort to achieve the vision of the talent management group.
Although changes can be implemented, it is not guaranteed that they will be embedded in the organization. Therefore, the team leader should ensure the changes are consolidated in the organization since it affirms the long-term success (Rajan & Ganesan, 2017). In this case, the talent management program can be made new normality by introducing a rewarding system, adding more funding to the initiative, and launching recognition and promotions among the employees. By doing this, the program will gain publicity in the organization hence being backed into the organization.
It can be concluded that the organizations which embrace change management in the evolving corporate world have a higher possibility of gaining a competitive advantage over others. Therefore, all organizations should be in the frontline to welcome change despite its complexity since it guarantees long-term success.
References
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management. Journal of Organizational Change Management.
Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter’s change management framework. Asian Journal of Research in Business Economics and Management, 7(7), 181-203.