✔️[Comp] Consultation Flashcards
Type of analysis in which a group identifies strengths, opportunities, aspirations, and results; a framework that combines fact finding with an organization’s goals and desires, presenting an analysis of the organization’s actual state and how it will measure achievement.
Strengths, Opportunities, Aspirations, Results
SOAR analysis
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing of previous levels of productivity.
J Curve
Providing guidance to organizational stakeholders; involves diagnosing problems or identifying opportunities, developing effective solutions, winning support for solutions, and implementing them effectively.
Consultation
Tool designed to analyze the forces favoring and opposing a particular change; a group identifies and weights factors that could influence an outcome in either a negative or positive manner according to their possible impact and then uses these factors to score different opportunities.
Force-field analysis
HR’s Role in Change Management
“-HR’s role as consultant requires that HR professionals know about more than just how to design a new solution to an organization’s challenges. They must understand and be able to manage responses to change so that these initiatives achieve their intended goals. During a change initiative, stakeholder management becomes a key responsibility of HR. Being a leader amidst change requires clarity of vision, creative problem solving, tactful communication, and courage.
-it is HR’s responsibility to work with stakeholders to help them understand the benefits of a change initiative—not only in broad, organizational strokes but also in how a successful initiative will benefit the individual (for example, by improving the efficiency of their assigned work processes).”
Change Management Cycle
Define the problem
Design and implement a solution
Measure effectiveness
Continued (Sustained) Improvement
Type of analysis in which a team determines critical characteristics of a successful decision and then uses a matrix to score each alternative and compare results.
**Multi-criteria decision analysis (MCDA)
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(the team determines critical characteristics of a successful decision. A matrix is used to score each alternative & compare results)
8 Contributors to Successful Implementation of change:
Create a sense of urgency.
Assemble a strong guiding team.
Provide a clear vision.
Over-communicate.
Empower action.
Ensure short-term successes.
Sustain progress and build on achievements.
Institutionalize.
HR’s recommendation should always:
- Support EBDM
- Align initiatives w org’s strategic goals
- Set measureable goals
When planning and implementing a change, organizations often rely on one of the following approaches: (bb)
“🔐 When planning and implementing a change, organizations often rely on one of the following approaches.
Cascade. This approach relies on a top-down sequence with complete change at each level. Change at one level or unit high up in the organization eventually transforms the units and levels beneath it.
Progressive. In this model, the change originates at the top and is broadcast to the entire organization. Individuals slowly change with added information, and the change becomes uniform across business units.
Organic. This method relies on independent centers and multiple origins of the change within the organization. Points of origin can be at any level. Organic change radiates out unevenly but accelerates when top leadership supports local change and local leaders.”
This approach relies on a top-down sequence with complete change at each level. Change at one level or unit high up in the organization eventually transforms the units and levels beneath it.
Cascade Model
In this model, the change originates at the top and is broadcast to the entire organization. Individuals slowly change with added information, and the change becomes uniform across business units.
Progressive Model
This method relies on independent centers and multiple origins of the change within the organization. Points of origin can be at any level. Organic change radiates out unevenly but accelerates when top leadership supports local change and local leaders.
Organic Model
Style. The organization’s culture and the informal rules of the organization.
Skills. The institutional and individual skills the organization can call on and how they interact with each other. A change in recent years has been to consider what skills the organization should have and what customers and suppliers can provide to the organization.
Systems. The processes of the company, including HR systems.
Structure. The relationships between different levels of authority and decision making within the organization.
Staff. The people who make up the organization, workforce composition, and the people who might be needed by the organization.
Strategy. What the organization is trying to do to gain a competitive advantage.
Shared values. What the organization is trying to achieve, sometimes referred to as superordinate goals. These values should be reinforced throughout the organization.
McKinsey 7-S Framework
Who explains change, etc (bb)
🔐 Leaders should explain the change and why it is needed, be truthful about its benefits and challenges, listen and respond to employees’ reactions, and then ask and work for individuals’ commitment.
