Manage HR Magazine | Tuesday, December 10, 2019
HR professionals work directly with the people in an organization, so it is easy for them to bring transformation in business.
FREMONT, CA: In today’s fast-paced business environment, effective change management is more critical than ever. A change management partner provides expertise, tools, and feedback to help executives stay on right path. HR professionals are well suited for this role because they work directly with the employees. Changes in behavior are one of the successful changes required and HR leaders are well-positioned to assist the necessary behavior changes that will improve performance within the institution.
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Here are two mindset shifts for HR leaders to become effective change partners:
1. Redefine your relationship with institution leaders.
To become an active change agent, HR professionals should shift their roles from that of a subordinate to that of a coach or advisor. To do this, they must be able to think and act strategically. Doing so allows them to become effective liaisons between leaders and the rest of the institution, to make sure that envisioned changes actually take place in the company.
2. Provide leaders an expanded perspective
Generally, the decision making of an organization is centered on tangible metrics. However, HR professionals have a unique understanding of the intangible elements, complex interrelationships, as well as beliefs and values present in an institution. HR leaders who can help leaders realize the impact of their choices in light of these intangibles can help institutions start and respond to change in ways that best support their strategic goals.
When HR professionals understand how to be successful change partners, they can become an influential force for driving change in an organization. However, they first must realize how to use their skill sets effectively, and unique viewpoints within the organization to help the company develop. Then, they have to adopt the change partner role, which may require them to persuade leaders of the value they can bring to the table. Those who succeed in doing both become valuable assets to their organizations.
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