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MGN506 - Contemporary Issues in HRM - Change Management

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anthony dutton

on 10 September 2015

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Transcript of MGN506 - Contemporary Issues in HRM - Change Management

Kurt Lewin’s three-phase model of change
John Kotter's
8 step change model

Mckinsey 7-s model
Kübler-Ross Model
No model is a best fit!
1. Realism– SMART
2. Trigger points
3. Creative Cost cutting
Headcount, limiting of Service – will the customer still pay for service?
4. Timing
5. Setting Objectives
6. Leadership
7. Motivation
8. Looking after self
9. Negativity
10. Unrealised Opportunity

Change Management & Strategic HR
It is agreed a single model approach is ineffective in a change management environment. How does culture and business expectation effect a change management process?

What ways can you engage staff in committing to a change in your business?

How does the business reward the expected outcomes when achieved ?
Group Discussion
Question: Which business would best align to each video ?
Steve Jobs, 1997 @ WWDC
How does change & associated stress affect you ?
Lower level employees experience:
Greater levels of negative attitudes in a change event.

Leadership positions within the organisation:
Focused on communication and participation.

Why is this ???
What's in it for me?
Change Management @ the Business Level
What strategies does HR need to understand when making a change in their business...
1. Partnership - have executive support
2. Understand the business
3. Flexibility
4. Understand what will and won't work from a HR perspective
5. have the tough conversation/provide a different approach
The Fun Theory
In Stockholm, Sweden – a particular stretch of road, had the highest traffic ratio. No matter what restrictions the government tried to put up, this stretch remained the same and was the cause of numerous accidents. What can be done to change it? What is the theory behind it?
Group Discussion :

The board of XYZ call centre is intending to shift it's business model from a business based (9am-5pm) to 24 hour call centre to take advantage of business the opportunities in "after hours" services.

It is expected that staff will need to be more flexible (in accordance with enterprise agreements and appropriate compensation).

Approval has been provided for increased recruitment, existing businesses will remain with XYZ.

You and your team have been tasked with developing the strategic rollout with a "go live" date being the start of the financial year (01/07/2014).

How do you execute the change ?

Discuss in groups
= Positive reinforcement
In Seoul, South Korea has some of the highest gasoline consumption records in the world, with car use increasing, petrol costs rising, and parking spaces scarce.

Every day, a Seoul driver walks 500m to find a space. Over a month, this comes to 15km of driving.

Drivers were using around a litre of gas just trying to park. What can be done to change this?
What differentiated approaches can you take at XYZ ??
The Transition Process
Organizations commonly say they don't have time to re-assess and re-align their aims and values, etc., or don't have time to consult with people properly, because the organization is on the edge of a crisis.

Organizations get into crisis because they ignore facts one and two. Ignoring these facts again will only deepen the crisis
= Leadership Denial and Resistance

Crisis is no excuse for compromising integrity. Crisis is the best reason to re-align your aims and consult with people. Crisis is wake-up and change the organization and its purpose - not change the people.

Key concepts to successful change management
1. Planning
2. Establishing roles & responsibility
3. Committment
4. Informed parties
5. Aligned workforce

People, Technology and Process
Thank you for your time and energy!
Matt, Uma & Anthony
Full transcript