CHAPTER 8 Information Technology for HR Planning Chapter Learning Outcomes After reading this chapter, you should be able to: • Describe the benefits of information technology (IT) solutions for human resource planning (HRP). • Explain how different IT solutions can be leveraged to improve HR planning. • Identify specific IT applications for HR planning. • Understand what is meant by Big data and its implications for HRM. • Differentiate between HR metrics and HR analytics. • Understand how to use HR metrics and HR analytics to help solve business challenges. Chapter Summary This chapter presents an overview of HR technology and describes some specific applications. The big challenge that lies ahead is to add strategic functionality to core HR processes. Much strategic functionality can be found in strategy HR planning applications. IT can support workforce analytics, management and scheduling, skills inventories, replacement planning, and succession management. Such applications may be made available on an HRIS specialty product, or ERP (enterprise resource planning). Depending on the organizational context, HR professionals may call upon different IT solutions. In the process, a thorough understanding of business and HR needs is a good starting point. A keen awareness of the HR technology market will prove invaluable when acquiring new software solutions. HR professionals will then need to deploy their change management skills when implementing new IT solutions. Communication and training are keys to successful HR technology implementation. HR may also find some opportunities for realigning processes and service delivery with IT. Finally, evaluating the IT solutions with various methodologies may reveal opportunities for improvement. Class Outline Instructor’s Teaching Notes Students’ Learning Activities IT and HRM There is a pressing need to better leverage technology like eHR (electronic HR) for HR planning and management purposes. Information technology can help with: • Mining data faster, cheaper, and more effectively than any paper-based system. • Providing better data storage and information retrieval. • Helping human resources managers collect and interpret data to measure the success of their efforts. Information technology (IT): the hardware and software, including networking and communication technologies involved in storing, retrieving, and transmitting information. • Workforce analysis capabilities and related dashboards and scorecards, for instance, help human resources managers collect and interpret data to measure the success of their efforts. New Service Delivery Models Web-based HR allows service delivery that pushes employees and managers into making transactions on their own. This includes e learning and e-recruiting. Enterprise portals: knowledge communities that allow employees from one or multiple companies to access specialized knowledge associated with tasks. • One IT tool provides access to relative content and applications. • Offers a single site for employees to access HR services. Self-service: a technology platform that enables employees and managers to access and modify their data via a web browser from a desktop or centralized kiosk. • Employees can view job openings; apply for positions; check status; model retirement options; and enroll for benefits. • Managers can get information about employees they supervise, and compile reports (e.g., absenteeism and submit requisitions to hire, perform employee reviews and review compensation). Different Solutions for Different Needs IT can aid HR needs such as employees in training, and their competency and performance levels as well as succession planning. Human Resources Information System: a comprehensive across-the-board software system for HRM that includes subsystems or modules. • Can include software, hardware, support functions, and system policies and procedures. For more information on forensic reporting, see www.eteraconsulting.com/forensic-reporting-how-it-works-and-why-is-it-important. Specialty Products Software solutions for specific specialized applications that may or may not interface with the main database, e.g., compensation planning, workforce scheduling, training and e-learning, and applicant tracking. Enterprise Solutions Relational database: a database that can share information across multiple tables or files, which allows the same information to exist in multiple files simultaneously. Enterprise resource planning: commercial software systems that automate and integrate many or most of a firm’s business processes. Big Data The integration of structured and unstructured digitized data sometimes including that from multiple sources and in multiple formats. Types of Big Data 1. Structured data: any type of data that can be organized into columns and rows. HR practitioners can enter employee data into the HRIS system. Finance employees can enter financial data. Work hours and movement can be recorded and analyzed using time card and motion sensor systems. 2. Unstructured data: includes various kinds of files found on computers including documents, email or text messages, audio files, presentations, geotags, images, and videos. Data can be searchable in some circumstances. Five Pillars of Big Data 1. Volume 2. Velocity: to be able to transfer large amounts of data quickly. 3. Variety 4. Veracity 5. Value Artificial Intelligence and Machine Learning Artificial intelligence: a software-based ability to demonstrate learning and decision making. Ethics and Big Data Important questions are: • Who becomes liable for decisions and predictions that are made using artificial intelligence? • Can we hold the company that developed the software responsible? • What happens if software stops working? HR Metrics and Workforce Analytics Business intelligence: applications and technologies for gathering, storing, analyzing, and providing access to data to help users make better business decisions. HR metrics: summary measures of HR outcomes that are relevant to the performance of the HR function. Example metrics include the cost of recruitment, time-to-hire, and turnover. Maximizing the Benefits of HR Metrics HR dashboard: an aggregation of useful or relevant HR metrics or performance indicators that provide a summary snapshot of performance. Key Performance Indicators KPI (as above): a snapshot measure of system performance that demonstrates the success of strategy implementation in terms of cost, quality, or time. Other Aspects for IT for HR Planning Workforce Management and Scheduling Forensic Reporting Ensuring Data Security Workforce management and scheduling is often complex. Workforce scheduling and optimization software provides applications for deploying employees most effectively. Forensic reporting: software can audit employees to ensure they comply with policies such as safety inspections. Ensuring Data Security Employers have an obligation to protect employees’ personal records, medical records, and employment tests. Due to the sensitive nature of HR, it is important that the system provides robust security to protect data. The golden rule is that only authorized persons should have access to employee data. Security features include: • Login security • Row-level security (record security) • Field-level security (data field) • PINs • Passwords • Encryption devices or software Organizations are also challenged by customers’ information being shared unintentionally, e.g., Equifax. Evaluating HR Technology • User satisfaction and system usage are important indicators of HRMS success. • Attitudes toward IT are influenced by behavioural beliefs about technology usefulness and ease of use. • These beliefs, in turn, are influenced by information satisfaction and system satisfaction, which result from information quality and system quality. Technology acceptance: extent to which users intend or actually use technology as a regular part of their job. Conduct a needs analysis: a systematic needs analysis will include collecting information about your organization (e.g., size, industry demands, etc.) including its technical environment (e.g., hardware, operating systems, network environment, database, installed software, telecommunications, etc.) and the needs of the HR department. Learning Activity Read the chapter-opening vignette “Software for HR Planning.” Ask Students: How can software for succession management assist companies to meet their business needs? Ans. • With busy schedules it can be hard to make time for on-daily tasks such as HR planning. A software tool can aid with this by offering reminders for: – Recognizing employees with high-level performance who have potential to be leaders. – Committee meetings for determining pay raise/incentives. – Reminding managers to prepare performance appraisals, give them, and file them with HR. Review HR Planning Today 8.1—Apps for HR, which lists some components of software including benefits, administration and recruitment (talent management). Review HR Planning Notebook 8.1—Stages of HR Technology Adoption. See HR Planning Today 8.2—Big Data and HR Segmentation. Review HR Planning Today 8.3 –The Limitations of Big Data on HRM. See HR Planning Notebook 8.2—Workforce Analytics. See HR Planning Today 8.4—HR Analytics and Strategy at Lowes. 1. Establishing senior management buy-in. 2. The discovery processes. 3. Gaining executive buy-in of the model and the variables. 4. Communicate results and take action. 5. Use the results to theorize and improve the model. Review HR Planning Notebook 8.3—Sample Technology Effectiveness Items. Learning Activity Discuss with students some of the ways these new service delivery models can assist both employees and employers. Ans. • Employees can use self-service for many tasks, such as applying for a position, modelling retirement options, or enrolling in benefit programs. • Managers can compile reports, such as absenteeism and turnover; forecast HR demand; and assist with recruitment, reviews, and compensation planning. Web-based Activity: Business intelligence software organizations extracts data so the information can be analyzed to provide quick and accurate reports. In groups of three, have students search the Internet for information on “most popular business intelligence commercial software” and list two useful features of the software, based on the marketing. Ask students: What types of companies might use workforce management and scheduling software? Ans. • Jobs where employees are paid by the hour. • Jobs where shifts are common, e.g., call centres. • Workplaces where employees clock in at the start of the shift, e.g., manufacturing. Uses Labour scheduling Time and work data collection Leave management Task and activity management Review HR Planning Notebook 8.2—Workforce Analytics. Ask Students: Is workforce analytics used by most organizations? Ans. Currently only 10–15% do but two-thirds of companies surveyed indicate they are moving toward using them. Learning Activity Read HR Planning Today 8.2—Big Data and HR Segmentation. Ask Students: 1. What they think about the speed of the production of HR reports and the assumption of accuracy. Ans. • It is crucial that HR be able to use systems accurately to meet business needs. If HR presents inaccurate information, it will lose credibility. • Tremendous improvements in technology have increased sophistication and speed of analyzing information and printing reports. 2. Why would this be a benefit? Ans. Fast and accurate data reports are beneficial because: • Forecasted workforce requirements and utilization for improved business performance are provided. • Optimization of talents is done through development and planning. • Applicants are managed in better ways based on qualification for a specific position. • Recognition of the factors of employee satisfaction and productivity. Learning Activity Ask Students: Go to https://www.cebglobal.com/human-resources.html. Gartner develops HR tools. Discuss what is available. Web-based Assignment Have Students: Go to https://www.kronos.com/blogs/what-works/automating-time-and-attendance-getting-it-right-first-time to review the company’s time and attendance software. See HR Planning Notebook 8.4—Needs Analysis Questions. Learning Activity Divide students into groups of three or four and have them discuss factors that influence their acceptance of technology. Ask Students: To discuss what measures they use to assess the usefulness or effectiveness of technology applications. Ans. • Ease of use • Logical features • Documentation • Get effective results Learning Activity In groups of five, ask students to consider any rollouts of new technology they have experienced at work or school, and what problems arose. Ask what challenges might occur when an HRMS is being implemented: Ans. 1. Internal resistance during process (possibly even in HR if they feel jobs are threatened). 2. Top management’s hesitancy to implement and an absence of an informational culture to influence effective change management. 3. Lack of technological knowledge in the HR department and IT. 4. Loss of personal interaction between HR and employees’ and privacy issues. 5. Lack of technological knowledge in the HR department and IT. Review with students methods to get buy-in on new technology. Go to the site https://hbr.org/2015/03/convincing-skeptical-employees-to-adopt-new-technology for ideas. Some are: 1. Get Everyone Involved Get colleagues and employees involved in the buying process. Ask for their contributions and feedback. 2. Choose a Company with Excellent Customer Service Research reviews and user group comments. 3. Gather the Power People Identify top two or three individuals on staff that are already talented with technology and influencing others. 4. Prepare Beforehand Review what specific actions need to take place to transfer data from existing system so that it can be immediately integrated into the new system. 5. Be Understanding There are plenty of dedicated workers who have personal methods they consider to be efficient and effective. Aversion to technology is more about resistance to change. Be understanding of their concerns. 6. Keep the Dialogue Going Monitor ongoing problems or complaints and follow up with people about what is being done to find solutions. Refer to HR Planning Notebook 8.3—Sample Technology Effectiveness Items for a summary of the measures used to assess technology effectiveness, including attitude, usefulness, information satisfaction, system satisfaction, information quality, and system quality. In Just 2017 Alone Many Retail Customer Data Security Breaches Panera Bread confirmed on April 2 that it was notified of a data leak on its website. Personal information, including names, addresses, and partial credit card numbers may have leaked. Forever 21 alerted customers in November that some of their information may have been stolen. Customers who shopped in stores from March through October 2017 are vulnerable. http://www.businessinsider.com/data-breaches-2018-4#whole-foods-11 CHAPTER 9 Change Management Chapter Learning Outcomes After reading this chapter, you should be able to: • Understand the importance of organizational change. • Discuss the role of change as part of organizational planning. • Discuss the steps of a generic change project. • Define and discuss the process of planned change. • Understand how emergent change occurs. • Understand the principles of a learning organization. • Discuss how the principles of a learning organization are important to both planned and emergent change. Chapter Summary In this chapter the gap between conceptualizing in strategy and change at the level of specific initiatives—the change process—are explored. Organizational change is important because companies are always evolving, expanding, contracting, and adapting in a morphing competitive environment. Organizations are open systems that receive inputs from their external environment. Employers and HR staff benefit from an understanding of change models and theories by Lewin, Kotter, and Hock to illustrate the elements of change, and how it occurs. Recognizing the need for change is an essential first step. Individuals will not make efforts to change if they believe in the status quo. Force-field analysis can help identify a need for change. Planning and preparing for change, implementing change, and sustaining change are the next stages in the process. These are vital if an organization is to avoid reverting to pre-change status. During the process, mental models, shared vision, team learning, and systems thinking are important in influencing buy-in from managers and employees, as well as encouraging the traits of a learning organization. Instructor’s Teaching Notes Students’ Learning Activities Why Is Organizational Change Important? Organizations are required to have a strong understanding of organizational change so they can anticipate and react to organizational resource requirements, using a variety of methods to forecast demand and supply and by connecting resource requirements with strategic and operating imperatives. The Increasing Pace of Change Innovations such as the Internet and new technology are dramatically altering how organizations are structured and how they respond and react to change. • Firms that are able to manage change effectively are in a position to outperform their slower, less-change-capable competitors. • The most important parts of the job of a general manager include creating and directing strategy and managing change. The following are influencing this change significantly: • Crowdfunding • Open-source software development • Collaborative knowledge repositories such as • wikis and shared folders • Mass customization • The shared economy They are changing the way businesses operate, and now connect innovators with each other, their competitors, and customers to bring about dramatically faster product developments. Societal, Industrial, and Organizational Levels of Change • Firm-level developments occur largely from demands of stakeholders. • Shareholders, a powerful group, want higher returns. • New leadership might prefer a different strategic direction. • Internal resource constraints might lead to strategic change. • Large firms with multiple business units in different industries might develop in multiple industries. • Constraints such as managerial capabilities or financial resources might lead to difficult decisions. Models of Organizational Change Open systems: systems that receive input from an external environment. • Organizations must use feedback to determine whether they are achieving their goals, and ultimately, their strategic purpose. • Two basic forms of feedback are positive and negative feedback. The Importance of Feedback Negative feedback is information that tells whether the system is achieving its goal. For example, a heater in your room operates through negative feedback; the set temperature is its goal and it will operate the heater until the room temperature rises to that temperature before shutting off. Positive feedback is the kind of information that a system uses to determine if its purpose is suited for its environment. Single-Loop Learning Is the attempt to solve a problem using a single strategy, without examining the validity of the problem itself. • Single-loop learning assists learning around negative feedback and seeks to learn how to achieve a set goal within a current set of governing variables. Double Loop Learning Double loop learning is a method of learning that involves questioning current assumptions, examining a problem from different perspectives, and questioning the validity of the problem. • Double loop learning involves questioning the tacit assumptions and attributions that people have around their decision making. • Typified by encouraging participation in decision making and open expression of conflicting views. The Generic Model of Change Recognizing the Need for Change and Starting the Process Organizations need to identify that change is needed and that this need is broadly felt among participants involved in the process. Diagnosing What Needs to Be Changed Models of organizational change tend to deal with the diagnosis of what needs to change by examining the leadership of the change process, the overall purpose of the change, and the degree of planning is involved in the change process. Planning and Preparing for Change • The type of change intervention that will be most successful depends on the organizational culture, leadership, and timeline available for the change. • The proliferation of high-involvement (often referred to as high-performance) work practices in recent years suggests that firms are moving toward greater levels of employee involvement in decision making and change implementation. Implementing the Change • Implementing change demands particular skills from both the change leaders and others involved. • Affected by influential members of networks but complex and difficult to observe. Social networks: the networks of ties that an individual has with other individuals Sustaining the Change • Once change has been implemented, steps must be taken to ensure that the organization does not slip back into its pre-change mode. • Sustaining change usually involves a set of measures to provide feedback. The Planned Model of Change Field Theory • Kurt Lewin developed one of the first change models in the 1940s. • He developed the three-step model that comprises four elements; field theory: group dynamics, action research, and the three-step model. • An approach to understanding and changing individual or group perceptions and behaviours. • Seeks to understand the interdependent forces (needs, goals, intentions) in what is called a life-space. Force-Field Theory Analysis A framework for analyzing a problem that seeks to identify all the relevant factors and stakeholders that are acting either to sustain the current state or to move away from the current state. • The purpose is to analyze a condition and to plan corrective actions. Group Dynamics • A group can be two or more people assembled for a specific task or formed spontaneously around a cause. • The group forms structures to determine what kind of behaviours are expected or permitted. • Not all groups have formal rules or codes of conduct but all develop norms over time for behaviours of individuals in the group. • Even when members change in the group, members tend to continue those normative behaviours. Action research—an iterative trial-and-error process of discovery that involves diagnosing a problem, planning a solution, acting on the solution, evaluating the results of the actions, learning from the outcomes, and asking new questions. There are the five stages of the cyclical process of action research. Practitioners move from: • Diagnosis to planning • Taking action • Evaluating the outcomes of those actions • Learning based on the outcomes • Back to diagnosing The cyclical process allows greater insight into the problem and its solutions as new learning occurs through each cycle. Three-Step Model—Lewin Unfreezing As the initial stage of organizational change, unfreezing involves the development of a shared understanding among stakeholders that a particular change is necessary. • Organizations are naturally change resistors. • The process of unfreezing requires three conditions to unfreeze current behaviours: – Disconfirmation (shakeup) of the validity of the status quo. – Inducing survival anxiety. – Creating psychological safety. Development of the Planned Change Approach Emergent Change • Change is often complex, dynamic, and unpredictable. • Organizations are complex systems and relationships tend to be non-linear and highly interconnected, which leads to unintended consequences. Chaos Theory and Emergent Change • Flies in the face of the popular Newtonian worldview of business as a controllable, predictable machine. • Chaos seems like a complete lack of order but the scientific perspective is chaos as a form of disorder in which behavioural patterns emerge in unpredictable and yet similar ways (e.g., the way snowflakes are formed gives them six sides and yet each is unique). • Dee Hock coined the term chaordic organization to describe a management style that focuses less on structure and control and more on a guiding purpose. • Craig Reynolds, a software engineer, developed a computer simulation model of the flocking behaviour of birds: – Separation—avoid crowding other members of the flock. – Alignment—steer toward the average direction of other members. – Cohesion—move toward the average position of members of the flock. • An understood and shared guiding purpose provides order so organizations develop their own structure and system. • Tetenbaum points out that chaos is governed by underlying rules. • Hock’s chaordic organization rules are the firm’s purpose and the principles. • Both these theories help managers guide employees toward behaviours harmonious with positive results. Organizational Learning Complex systems are based on some form of order but can behave in unpredictable ways. The unpredictability of these systems results from the many interactions of the system variables and the consequences of differences in the initial states of those variables. Personal Mastery The understanding of one’s purpose and the development of a personal vision. • Related to personal development—a commitment to learning and to achieving what one really wants: a personal vision. • Goals provide measurable markers of success toward a vision. • Establishing a new vision connected to your purpose. The Understanding of One’s Purpose and the Development of a Personal Vision Mental Models An internal representation of the way things work. Mental models influence the causal attributions we make. Shared Vision • Senge defines it as “… The answer to the question ‘What do we want to create?’” • It helps to connect people to a greater purpose and to accept the organization’s goals as one’s own goals (e.g., Steve Jobs shared his vision to “revolutionize the educational system of a nation”). • People want to do work that matters around a shared vision that reflects an important social purpose. Team Learning Is the interaction of individual ideas and efforts toward a team objective that results in outcomes which exceed the capabilities of any individual on the team. • The most important element is open dialogue, where team members feel free to discuss and share ideas openly. Systems Thinking Views change issues within the framework of the entire organization. This view helps to understand the underlying causes of problems and the potential outcomes of change initiatives. • Behaviour is influenced by organizational structures such as norms, management practices, and the human capital and social capital within the firm. • Systems thinking provides a method to understand the forces that must be influenced in order for change to take place. Strategic HR and Change • HR contributes to organization by supporting the change process (helping organizations move through change) and recruitment and selection, performance management, and planning—to support the change process. • Clarifying and communicating the values that are central to the organization and the need for change. • The other area of HRM that is critical to implementing strategic change; training; education, and dimensions or organization learning. Bringing It All Together Identify the problem • Start with the firm’s strategy and identify the problem. Communicate the need for change. Unfreezing • Change leaders must use their political and persuasive skills to ensure that stakeholders agree that the status quo is no longer acceptable and develop a shared vision for change. Moving • Includes the principles of emergent change and a learning organization. • Changes to policies, work activities, and organizational structures should be associated with short-term goals that can be celebrated. Refreezing • Once changes have been implemented, the new state must be reinforced. • HR practices, employee tasks, organizational structure and other policies must be put into place and monitored for success. Learning Activity Read the chapter-opening vignette “Can HR Lead Change”? Ask Students: What can HR do to lead and help change even though the perception is of HR impeding action and change? Ans. HR should aim to be each of the following: • A strategic positioner to identify the activities, outcomes, and human capital necessary or a business to succeed in its market. • A credible activist, a trustworthy partner to the business in helping to understand how to solve business challenges. • A paradox navigator to understand and work from different points of view, and different mental models, e.g., to be able to bring together a top-down view of competencies with a bottom-up view of KSAOs from job analysis. • A communicator to create an environment in which employees feel that they can speak up about what is working and what needs to be improved and believe that they can have an impact on the organization. • A systems thinker to understand all aspects of the business, including what customers value about the firm’s products or services, enabling HR to understand interactions between all aspects of the firm to allow change. Ask Students: • How has technology changed the way organizations work? • How are organizations changing to remain more responsive and adaptable? Ans: • Faster, can use numerous tools simultaneously. • Search through many sites at once. • Customize data wanted, i.e., searchable browser, electronic databases. • Improved tools all the time. Ask Students: To identify a current product or service that has undergone an S-curve pattern (begins slowly as demand builds, followed by rapid growth as the market for the product or service becomes mature, leading to a tapering as consumer demands develop and change). Ans. Apple iPad, children’s spinners Learning Activity: Think‒Pair‒Share individually, and then in partners: Ask Students: 1. What may be reasons organizations’ efforts to mitigate change result in failure? Ans. • Influential people are not used effectively. • Employees not convinced status quo has stopped working. • Mainly short-term benefits are expected. 2. What are the advantages of planning for change? • Ans. • Steps for implementation can be thought out. • Influential people can persuade others. • Politics can be managed. • Procedures can be implemented to prevent reverting to past methods. 3. What are the risks of not planning? Ans. • Buy-in will be obtained only within small groups of employees. • A comprehensive strategy to communicate and implement change will not be developed. • Evidence of benefits will be doubted causing a return to pre change state. Review HR Planning Notebook 9.1—Overcoming Single-Loop Learning. Review Figure 9.4—The Process of Action Research. Overcome the 5 Main Reasons People Resist Change Read https://www.forbes.com/sites/lisaquast/2012 /11/26/overcome-the-5-main-reasons-people -resist-change/#3a241ea23efd Ask Students: To think of an organization that you know well or admire. 1. Can you state that organization’s purpose? Rather than focusing on organizational goals, try to think of a purpose as something bigger than the organization that is related to society in general. 2. What might be some of the simple guiding principles that guide emergent change at this organization? Suggested Ans. • Best customer service • Leading-edge technology • New ways of doing things • Fastest, best, most effective, etc. Learning Activity Review HR Planning Today 9.2—Unfreezing at IBM. • For decades IBM was a model corporate enterprise. The culture at IBM was resistant to change after years of market dominance. • In the mid-1970s, IBM focused on large mainframe computing. In the 1980s and 1990s it did not have money to develop a competitive advantage in the emerging market of personal computers. The culture at IBM was highly resistant to change; as its market began to disappear, the company lacked the ability to “unfreeze.” • Under new CEO Louis Gerstner, the company that had a reputation for “no layoffs” had seen the departure of roughly 120,000 employees in three years. Mr. Gerstner called upon IBM’s original strategy of offering customers a complete, unified solution, using different activities. • Gerstner left much of the implementation to managers’ understanding of what the market needed. Rather than extensive planning, he wanted quick action, even if it led to occasional mistakes. • IBM sold its last computer in 2005. Today it is the largest consulting organization that connects hardware, software, and decision making to provide data analysis and information-based solutions to its customers. Figure 9.1—Adoption of Hayes’ Generic Model of Change. See Figure 9.2—Common Change Implementation Styles. Review HR Planning Notebook 9.2—The Science of Persuasion. The ability to persuade others is an important skill for managing change but also an important skill for leaders. Ask Students.: How can this be done? Ans. 1. Establishing credibility with the audience. 2. Framing your position to appeal to the audience. 3. Providing evidence through supporting data. 4. Connecting emotionally with the audience. See Figure 9.3—Force-Field Analysis 1. Describe the current state (i.e., the status quo), and why it must be changed. 2. Describe the desired future state. The future condition should ultimately be described in a sentence or a few sentences, such as “increase team effectiveness and communication within one year.” 3. Identify the forces that are supporting or driving toward increasing team coherence as well as the forces that are restraining or preventing increased team coherence. 4. Examine the valence of each of these forces. Which forces are the strongest and which are the weakest? Which of these forces can be controlled or are susceptible to behavioural intervention? 5. Develop strategies to reduce the strength of the restraining forces and strategies to amplify the driving forces. 6. Implement the strategies developed in step five. 7. Develop strategies to stabilize the driving and restraining forces into a new state of quasi-equilibrium. How do we make this the new status quo? Ask Students: What is a habit or routine that you have changed personally? 1. How did you know you should change? 2. How did you decide? 3. Was it difficult to make the change? Ans. 1. Establish SMART goals (specific, measurable, attainable, realistic, and timely). 2. Set up for success. 3. Use daily reminders. 4. Choose an accountability partner. 5. Take small steps. 6. Change your thinking. 7. Be passionate. 8. Imagine success. 9. Challenge yourself. From: http://www.makeachangecanada.com/ blog/9-tips-tricks-making-change-stick-2016 See HR Planning Today 9.1—Organizational Change at You. I. Ask Students: Why was You. I successful? Ans. It was focused on a clear understanding of the future vision with the ability to adapt and learn. Unfreezing: the initial stage of organizational change, unfreezing involves the development of a shared understanding among stakeholders that a particular change is necessary. Refreezing: the third and final stage of a change initiative, refreezing involves putting policies, practices, and structures in place to establish new norms around the change. Learning Activity Ask Students: 1. How could Lewin’s three-step model be used to aid in breaking bad habits or creating good ones? 2. What helps an individual resist reverting to past behaviour? Ans. 1. Lewin’s 3-step model can be adapted into five main stages to break bad habits or create good ones; contemplation; preparation; and action. Additional stages of maintenance and relapse occur sometimes. 2. The stages can be represented in a circular sequence even though people can jump between stages, go backward and forward, and be in more than one stage simultaneously. The sequential model, however, allows understanding of the change process and gives a structure in behaviour in ways they can be encouraged and managed. The elements that keep the individual from returning to the addiction are eliminating triggers, putting supports in place, and spending significant time reflecting prior to beginning the process to increase self-awareness. Review HR Planning Notebook 9.3—Force Field Analysis. Ask Students: How force field analysis can be used as a problem-solving tool Ans. 1. Describe the current state and why it must be changed. 2. Describe the desired future state. 3. Identify the forces that are supported or driving toward increasing team coherence and the forces preventing increased team coherence. 4. Examine these forces. Which are the strongest and which are the weakest? 5. Develop strategies to reduce the strength of the restraining forces and amplify the driving forces. 6. Implement the strategies developed related to the above step. 7. Develop strategies to stabilize the driving and restraining forces. Review HR Planning Today 9.3—Emergent Change Through Vision and Values at Mennonite Savings and Credit Union. Ask Students: What mental models influence staff here? Ans. The credit union is based on integrity, compassion, and responsible stewardship as expressed by their religious values. Learning Activity In groups of five, list the way certain groups are the same or different. • Student presentation groups • Student sport teams • Part-time workers Ans. • Members may have different opinions. • Members may have different skill levels. • Diverse personalities may cause conflict. • Members may have different work ethics. Ask Students: Why popular organizational management techniques such as outsourcing or total quality management become fads then lose popularity. Ans. Due to the lack of attention to refreezing. The techniques are implemented but the expected benefits do not emerge in the short term, so change does not remain. Learning Activity If there is a panel discussion and/or a guest speaker who is a senior HR professional, she or he could be asked which of the models of change is reflected by that person’s organization. Ask Students: How would Lewin’s three-step model compare to the first three steps in Kotter’s eight-step model of change? Ans. See Figure 9.5—Relationships between Lewin’s Three-Step Model and Kotter’s Eight-Step Model of Change. Any models of change include the first step of determining that change is needed, persuading and influencing including listening and creating goals, implementing the change, and developing policies and procedures to sustain the change. • In Lewin’s three-step model, unfreezing is equivalent to Kotter’s first three steps of establishing urgency, forming a guiding coalition, and creating a vision. • Lewin’s moving relates to steps 4‒7 in Kotter’s theory, communicating the vision, empowering others to act on the vision, creating short-term wins, and consolidating improvements and producing more change. • Finally, refreezing for Lewin when new norms and behaviours are reinforced is equivalent to institutionalizing new approaches in Kotter’s model. Ask Students: Can emergent change be intentional? How can emergent change be used to bring about a specific end result? Learning Activity Review HR Planning Today 9.4—Emergence at the Industry level: Specialty Coffee. Ask Students: 1. What does Senge suggest is the advantage of personal mastery? Ans. • Personal mastery will lead employees to be more committed to their work and show more initiative. • Organizations can actively promote personal mastery by building climates to foster development of personal visions and question the status quo. 2. Discuss with students whether they have experienced a vision that helped them meet a particular goal. Ask Students: 1. What are some of the benefits of shared mental models within organizations? Ans. • Shared vision and purpose. • Can be used to describe unique, novel or abstract ideas. 2. Are there any drawbacks to widely shared mental models within firms? Ans. • Are most effective used in conjunction with persuasion, understanding of politics, and listening to perspective of others. • May be hard to change status quo beliefs. • May lead to group think. Learning Activity In groups of four, discuss reasons why the AODA (Assistance for Ontarians with Disabilities Act) might have been created. Ans: When thinking of disabilities, one tends to think of people in wheelchairs and with other physical disabilities; disabilities that are visible and apparent. But disabilities can also be invisible. We cannot always tell who has a disability. The broad range of these includes vision disabilities, being hard of hearing, intellectual or developmental disabilities, and learning and mental health disabilities. Ask Students: 1. What is its purpose/vision? Ans. The vision behind the act is to achieve accessibility for Ontarians with disabilities by 2025. 2. What do students know about implementation? Ans. • Has been implemented in stages with different deadlines for different industries and sizes of organizations. • Applies to customer service, accessible buildings and transport, communications, employment, and education. https://www.mcss.gov.on.ca/documents/ en/mcss/publications/accessibility/ AboutAODAWeb20080311EN.pdf Review Figure 9.6—Systems Thinking Model of Pouring Coffee into a Cup Learning Activity In groups of three, have students discuss the hardest habits they succeeded in breaking, or the most worthwhile good habits they started. • Why did they want to change? • What steps did they take? • What affirmed for them that this was a beneficial change? • Were there any distractions that made it hard to continue their progress? Instructor Manual for Strategic Human Resources Planning Monica Belcourt 9780176798086, 9780176570309
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