Change Management Impact

Change Management Impact

Organizational evolution and change affect the HR (human resource management function both strategically and tactically. When a firm’s HR department recruits more than 90 new employees, it implies that a section of the existing workforce in the security department have to be phased out. Consequently, new roles must be created to minimize the cost of operation and to ensure efficiency.

As the board decides to hire 90 new patrolmen, the human resources department should respond quickly to fill in the vacant posts. Specifically, if the new knowledge and skills to execute the task represents a complex area (like in this case), it is imperative for the HR departmental head to rely on the existent relationships in interviewing the qualified candidates. Once the firm hires the patrolmen, the deputy of PMO (Project Management Office) supervises the rest of the project to ensure that the new employees are absorbed and trained accordingly. On the other hand, the HR training officer is responsible for orienting the 90 security officers to the workplace, although the role of new workforce is classified. In many companies, when dozens of employees require such treatment at once, the HRM and PMO initiate programs to replace ad hoc mentoring and coaching.

The background investigator ensures integrity and transparency in the hiring process. According to Sanders (2014), an investigator reviews the completed interview forms to check for accuracy, errors, falsifications, and inconsistencies. In addition, they work hand-in-hand with service investigators to interview employers, law enforcers, and co-workers. Besides, the service investigators obtain and review arrest reports for each of the 90 new recruits to determine their eligibility and fitness for the job. Psychologists determine the mental fitness of the patrolmen by conducting extensive tests such as bipolar and depression examination. Lastly, the trainers perform the physical fitness tests.

Change Implementation methods

            A poor implementation of organizational change results in duplicated efforts, inefficiencies, and lost opportunities. Contrastingly, firms that manage change effectively are competitive and successful. In fact, a successful execution of change alleviates employee concerns on how the new strategies will affect their well-being (Fernandez & Rainey, 2013).

Undeniably, employee resistance is common during the initial phase of change, but the management can overcome it by consistent and clear communication prior to implementation. In addition, the human resource manager and PMO should assist the employees in understanding the rationale behind the leadership’s decision. Further, the change management team should include experienced workers that can positively influence the others.

Moreover, it is important for the firm to engage the employees in the change process. For instance, the HRM should develop a team approach and assign clarified roles and responsibilities. In this way, it is possible to gain perspectives from different levels and organizational departments. Additionally, the strategists should include resistance leaders to suppress pushback from other workers. Most importantly, the trainers and operational officers should implement the change in phases such as change preparation, change management, and change reinforcement. A failure to inform all the staff of the organizational evolution can significantly increase misconduct and lack of trust.

Budget Concerns

            The hiring of more than 90 new employees is a tedious process that is costly to the corporation. A significant amount of resources must be set aside for interviews, training, and medical examinations of each employee. Therefore, it is necessary for the HRM to hire the patrolmen in phases to limit budget constraints. However, a slow change process can lead to project delays, budget overruns, and missed milestones. Furthermore, the project team can lose their work due to incompetency. If this happens, the firm must re-inject resources for rework on project design. Even worse, a failure to fully implement the change leads to a loss of the financial investment that could have been spent on other beneficial programs.

            The project commenced in July 3015 and will take three years to complete. Therefore, the hiring of 90 patrolmen is realistic as long the HR and deputy PMO do not drag tasks from one phase to the other. Each year, more than 30 security officers must be absorbed for the project to be completed successfully within the set timeline. So far, the project is 30% complete, but is in line with the HRM plans, since less approximately 25% of the applicants are qualified.

Follow-Up Plan

            The organizational leadership should set up a team of specialized professionals to review the impact of change on the HR function. The team will recommend the drastic measures to be taken (including the addition of security officers) because the firm is expanding. Furthermore, I recommend that the firm should conduct a performance appraisal to determine their level of competence. Moreover, the management should align the organization’s objectives with the needs of the new employees to ensure their smooth transition to the work environment and their adoption of the organizational culture (Arthur & Rousseau, 2011). In addition, the HR manager can arrest the potential inconveniences by setting aside funds to cover inflations and rising expenses. It is particularly necessary because the project spans for over three years, hence a high probability of unforeseeable financial challenges.

References

Arthur, M. B., & Rousseau, D. M. (2011). The Boundaryless Career: A New Employment Principle for a New Organizational Era. London: Oxford University Press on Demand.

Fernandez, S., & Rainey, H. G. (2013). Managing Successful Organizational Change in the Public Sector. Public Administration Review, 66(2), 168-176.

Sanders, W. B. (2014). Detective Work: A Study of Criminal Investigations. New York: Free Press.