Senior leaders in the U.S. concur with their counterparts around the world that managing organizational change and the reactions it evokes among employees is a vital issue. A 2005 survey by Accenture reflected this, citing "changing organizational cultural and employee attitudes" as the leading concern of executives in North America, Europe and Asia. Similarly, HRI's research shows that managing change has long been among the top issues facing major corporations.
Individuals can't avoid change - which seems to be accelerating daily - any more than businesses can expect to remain viable in fluid markets if they can't anticipate and adjust to new conditions. It's not easy. In fact, the rapid pace of change is now recognized as a leading cause of stress (and distress) for senior managers nationwide. So it isn't surprising that compensation levels across the country have begun to reflect the pivotal role that change managers have assumed in keeping companies competitive.
Organizational change comes in many forms: large-scale restructurings (such as reorganizations and mergers), complex transformations of work processes (outsourcing and reengineering are examples), or less-complicated fine-tuning of daily functions. Such modifications require much of many - starting with leaders. Organizational change demands competencies in planning, project design, coordination, communication, employee engagement and evaluation, to name just a few. Today's leaders must be trained in change management skills and become adept at leveraging the power of multi-channel communications in order to ensure successful outcomes for change initiatives.
As senior leaders cast about for winning strategies to handle change and especially the people-related issues it can generate, opportunities emerge for human resource professionals. Some experts say that the outsourcing of transactional functions is freeing HR departments to step up to the organizational leadership table as partners in change management and strategic planning. HR expertise can prove invaluable in facilitating the workforce transformations - in attitudes, behaviors, knowledge and skills - that are required to implement and sustain organizational change.
Creating change-friendly workplaces - where new challenges are embraced, teamwork is encouraged, communication flows freely and innovation is valued - will position organizations to compete successfully in dynamic, global markets. At the forefront will be savvy leaders who have invested their time and efforts to master the varied skills of change management.
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The Institute for Corporate Productivity (i4cp, inc.) improves corporate productivity through a combination of research, community, tools and technology focused on the management of human capital. With more than 100 leading organizations as members, including many of the best-known companies in the world, i4cp draws upon one of the industry’s largest and most-experienced research teams and Executives-in-Residence to produce more than 10,000 pages annually of rapid, reliable and respected research and analysis surrounding all facets of the management of people in organizations. Additionally, i4cp identifies and analyzes the upcoming major issues and future trends that are expected to influence workforce productivity and provides member clients with tools and technology to execute leading-edge strategies and "next" practices on these issues and trends. i4cp is a for-profit company with offices in St. Petersburg, Florida.
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