For any organization to run smoothly, employees and staff must understand and meet each others` needs. The Human Resource manager is the key link between the employees. The Human Resource Management has been the subject of extensive debate, but the relationship between them has rarely been explored systematically. According to Krell (2011), integration between the members within the Human Resource department poses numerous challenges especially where a certain task to be done calls for a merger, or in delivery of new services to new clients. Krell (2011) argues that change is something that will have to begin from within, and it is important to establish the degree to which the staff is prepared to change. Change is a challenge that the staff will have to face.
The Human Resource manager will initiate an employee-sensitive approach, with human resource strategy and employee incorporation throughout the organization. Such an approach will result in every member of staff in the organization assuming the greatest responsibility in the organization. A development club will be formed. The development club will consist of several human resource activities devised to ensure that the staff is able to support the HR manager initiative. The club will be established to incorporate the key values of staff recognition, reward, and respect. The development club training aims to change behaviors of every employee. Upon completion of training, the staffs are incorporated as members of development club giving them the rights to access the rewards and incentives.
Situation Assessment
Maurer (2009) establishes the first step in countering resistance as the HR`s ability to figure out the type of opposition his department faces. He should also have the ability to read the peoples` perception on the HR department. However, Human Resource manager should begin with self assessment. Self-assessment is important for HR manager because he will do a comparison between his abilities and what others think that he can do. To accomplish this task, the HR manager will conduct a survey through administering questionnaires and organizing focus group discussions. However, a neutral and skillful facilitator will come in hardy in order for him to reduce the tension between the employees. The two instruments will help the HR manager to learn what every employee thinks about the others and about the organization in general.
Change From Within
After change is effected, there will be winners and losers. The major difference between the winners and the losers is in one`s ability to act in response to the pace of change. In this case, winners are not surprised by the unanticipated changes they face they will have to develop the ability to adapt, learn, and respond. On the other hand, losers will waste their time trying to manage and master change rather than responding to it quickly. The necessary range of HR`s response to change will be expanded as the pace of change in other departments in the firm increases. It will be very challenging especially for a new HR manager therefore, as Krell (2011) states, the HR manager will have to establish his staff`s skills and capabilities, relevance of communication, appropriate staff and the quality of leadership. He will also have to establish whether that staff has gone through change before and if it has, how it responded to it.
Human Resource/People planning
Change is one of the major threats that the new HR manager is likely to face in his quest to push for effective implementation of new human resource strategies. He must be ready to counter the natural human tendency to repeat familiar behaviors and past habits. However, it is the role of HR manager to explain the importance of change over the status quo (Maurer, 2009). Change will be championed consistently and by a single-minded dedication of the human recourse staff and their leaders. The course of action will be determined by the level of resistance the HR is facing (Maurer, 2009). In case the resistance is mild, HR manager will only need to develop solid communications plan. Though the staff may not automatically agree, careful explanation of one`s opinion is very important.
Upfront planning is the key to effect appropriate change in an organization where change is likely to encounter opposition. Three types of change will be done initiative change, process change, and cultural adaptations. Initiative changes will focus on implementing new programs and procedures. Process change will focus on the ways in which work gets done. According to (, change activity is one of the two types of work within an organization. In change activities, necessary change is made to the organization and the way it is done ( Before implementing these changes, it is necessary to formulate and understand the model that would be used, define the staff experience, and detail each staff`s role (Krell, 2011). Transformation is not likely to occur overnight, but it is a continuous process that will have to be maintained if change is to be realized.
The level of resistance is likely to be high. This calls for deeper understanding of the situation. In best change practices, hiring and firing of staff is not the best option. Secondly, manipulation and use of one`s powerful position will only widen the gap between the HR and the staff (Maurer, 2009). The HR manager`s option will be to retain and retrain the Human Resources staff in order to address the demands of the organization. Such an approach will motivate the staff since the fear of getting fired due to incompetence will have been eliminated. Maurer (2009) advises that, “to move beyond the walls of resistance, do not battle it- dig deeper and embrace it.” This approach was adopted by Deputy who was the Human Resource manager of Dunkin` Brands in 2009 (Krell, 2011). HR staff should be viewed as change agents who build a firm`s capacity to handle changes in all the other departments. Furthermore, people are likely to support what they are involved in creating. A crucial task of the HR manager will be to form planning team which will hold consensus-building meetings involving the management, staff, human resource personnel and other stakeholders.
The role of HR manager is to marshal all the teams within an organization where they will establish the vision of the future together. Ahlberg & Naucler (2007) points out that, for Peter Gossas to drive change in Sandvik Materials Technology, “He had to involve everybody in the shop, from managers to furnace managers who worked as a team to improve efficiency and ensure survival. This shows clearly that, the key to ensuring that change does not hurt the organization the plan has to be all inclusive.
Staff Retention
Cosack, Guthridge & Lawson (2010) point out that HR manager`s success “starts with identifying all the key players, but targeting the ones who are most critical and most at risk of leaving.” They further state that these are the only people who should be offered with a combination of financial and non-financial rewards modified to their concerns and aspirations (Cosack, Guthridge & Lawson, 2010). The rights of these employees will be fostered training and education efforts will be devised to forge a strong personnel relationship. However, teamwork should be encouraged through involvement of the resistors. “Resistors need to be involved in the process” (Maurer, 2009).
Understanding and ownership of the Development club
Before examining staffs` insights on their HR management and development roles, their views on the development club should align with the corporate intention. The staffs may not collectively share the corporate perception of the development club. Development club is sort of an incentive for staff to ensure their engagement thus enhancing their relationship and respect for each other. Maurer (2009) states that, “the HR department must try to determine why other departments resist HR initiatives.” Development club is a HR initiative that the other departments within the organization will find hard to resist.
Key Principles
Maurer (2009) states that, HR manager has to adopt some principles that will ensure successful implementation of change. A strong working relationship is the key aspect in successful implementation of change in an organization. Employees who have strong bonds with one another will offer less resistance. However, relationships must be based on understanding and respect for each other. On the other hand, HR manager must maintain clear focus when resistance arises in order to avoid losing sight of his vision (Maurer, 2009). Embracing resistance is healthy because it will enable the HR manager to listen to the staffs` concerns.
Krell, E. (2011). Change within. HRMagazine, 56(8), 42-44,46,48,50. Retrieved from
Ahlberg, J. & Naucler, T. (2007). Leading Change: An interview with Sandvik`s Peter Gossas. McKisney Quarterly. Retrieved from
Cosack, S., Guthridge, M. & Lawson, E. (2010). Retaining key employees in times of change. McKisney Quarterly. August 2010. Retrieved From
Maurer, R. (2009). Change Without Migraines in HR. Retrieved from without- migraines- in- hr

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