expectations and issues about change in line with employees’ concerns
Addressing expectations and issues about change in line with employees’ concerns is one of the critical problems in the organization. There is a need to come up with an excellent strategy to handle all the necessary phases of change implementation. Change agents must be identified used to streamline the whole process, including helping employees walk through the stages. Human resource managers are supposed to analyze the organizational change expected to address employee’s concerns, which in this case are psychological contracts. Psychological contacts refer to the existing relationship in an employment setup. In our case, we are referring to the unwritten set of expectancies differentiated for the standard systemized employment contracts that exist between FusionTactic and her employees. The relationship between Harry and Rosalie and all the stakeholders is relatively excellent, but it seems the stakeholders are not impressed with the decision made by the choice of the above two. They have been writing to the company founders expressing their concerns over the underlying consequences if the acquisition takes place. Josh and Griselda are also not happy about the move and upset to unextended Griselda are willing to quit. Their creativity, handwork, and skill form a significant part of FusionTastic success. But after the induction of the change, their relationship with the company is no longer in good shape. It is anticipated that the above two will end up quitting their job.
It would be wrong if John and Griselda personalize the change process, and therefore the best model that can be used to facilitate the process is Lewin’s unfreeze, change and freeze model. The first phase herein involves dismantling the mindset that the accusation of Chameleon Costumery will taint the reputation of FusionTastic, resulting in the diminishing of the brand. The target here is getting over with the defense mechanism that is working against the change process and making employees that change is necessary. The second phase of evolution that all the stakeholders must go through is the actual change. Here the real transition takes face. Uncertainties and fear characterize this phase. Here employees and stakeholders must be allowed to internalize and digest and embrace the new directives. Herein people are made to see the benefit of change, and communication and time are essential facts. Finally, we have the freeze phase, where change is internalized. The aim here is ensuring that change is used all the time, helping employees to feel okay and stable with the new situation.
Josh Raymond, Griselda Lopez, and the other stakeholders are resistant to change. As the Human Resource Director, the first strategy that would use to ensure that changes are carried on successfully is to work on facilitation and support. It entails providing the necessary training and skills that will give the employees the power to handle both the negative and positive impacts of change. Fear and anxiety are the primary cause of resistance herein. Therefore, I am willing to dedicate more time and money and deal with the shift patiently. Another strategy is renegotiating the terms of the agreement between the stakeholder, employees, and the organization. It can be through increasing wages for those with new roles, or any other benefits. Finally, above all, the strategies, communication, and education of employees and stakeholders about change is a significant strategy. Sharing the idea of change and helping people to understand it is critical. Everyone in the change belt must understand the role he/she is planning and be well prepared to take it through acquiring the necessary skill.
Change is inevitable; the sooner the employees and the stakeholders realize this, the better for them. Organizational change leaders accepted this concept long ago, and therefore they devised ways of working people through change without failure. The first most common strategy is shifting the burden of change through completely realigning the organization. It involves creating a new organizational structure that follows a different workflow and redesigning the corporate values and workflows. Instead of enticing employees to accept change, they are placed in a unique perspective of the organization where the new circumstances force them to change. Another proven strategy is the use of authority. In the exercise authority, threats are used to make employees understand that change is the only gateway to survival, and there is no room for enticement or no budget for cultural change programs. It is a quicker way of fostering change though it should be handle with caution depending on the type of employees being handled.