{"id":48030,"date":"2025-11-19T14:08:06","date_gmt":"2025-11-19T14:08:06","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-professional-certificate-3\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/"},"modified":"2025-11-19T14:08:06","modified_gmt":"2025-11-19T14:08:06","slug":"lesson-6-hr-playes-a-strategic-role-in-change-management-3","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/","title":{"rendered":"Lesson 6: HR playes a strategic role in change management"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 6: Change Management
\n<\/h2>\n

HR can also play a strategic role in change management
\n<\/h3>\n

by calculating the post-implementation return on investment
by identifying key performance indicators (KPIs) to be measured and by tracking and communicating these results.<\/h5>\n
By championing change, HR can help the organisation increase buy-in, comfort, and support for change across departments, thereby increasing the success of change initiatives.<\/h5>\n
Organisations should systematically prepare for and implement major organizational change.<\/h5>\n
John Kotter, a Harvard Business School professor, developed a well-known and widely adopted approach for managing organisational change.
This approach, updated in Kotter’s book Accelerate, involves the following eight stages:<\/h5>\n
\n\n\t\t\t\t\t Create a sense of urgency
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Successful transformation efforts usually begin when leaders examine the market for changes that may lead to new competitive realities for the organisation. These changes can stem from demographic shifts, social trends, new technology, market or competitor changes, or new government regulations. The leaders should explain that a potential crisis or major opportunity is imminent, and they should encourage frank discussion throughout the organization. Creating a sense of urgency that the status quo is no longer acceptable is essential to gain the workforce’s energetic cooperation.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Build a guiding coalition
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
.” Once employees feel a sense of urgency, leaders should establish a group with enough power to lead the change. Members need substantial authority based on position, expertise, credibility and leadership, as well as effective management skills and proven leadership abilities. This coalition must learn to work together based on trust and set a common goal. Many guiding coalitions build trust through offsite meetings, joint activities and conversation.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Form a strategic vision and initiatives
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The guiding coalition should craft a clear vision for the future, motivate people to take appropriate actions and coordinate their actions. An effective vision is imaginable, desirable, feasible, focused, flexible and communicable, according to Kotter. Creating an effective vision takes time and can be a challenging process, but the end product provides a clear direction for the future.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Enlist a volunteer army
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Once the guiding coalition has developed the vision, its members should provide extensive communications about how the change will improve the business and how those improvements will benefit employees. Key elements in effective communications include simplicity, use of examples, multiple forums, repetition, explanation of apparent inconsistencies and two-way communication. The group should model the behavior expected of employees.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Generate short-term wins
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Successful and enduring change takes time, which can be discouraging to employees at all levels of the organisation. To maintain urgency, leaders should create conditions that support early successes and visible improvements. The key is to actively search for opportunities to score early achievements and to recognize and reward those who made these accomplishments possible. Good short-term wins have unambiguous results, are visible to many people and are clearly related to the change effort.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Enable action by removing barriers
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
To empower workers to support change and act on the vision, change leaders should identify and remove obstacles. Four categories of important obstacles are: Formal structures that make it difficult for employees to act. A lack of needed skills. Personnel or information systems. Supervisors who discourage actions toward implementing the new vision.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Sustain acceleration
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Until major changes are embedded in an organization’s culture (which could take up to a decade), they remain vulnerable to resistance and regression. It is important to use the early successes as a foundation for larger challenges and to revise all systems, structures and policies that do not fit the change vision. HR can consolidate gains by hiring, promoting and developing employees who can implement the transformation vision. Additionally, the change process can be reinvigorated with new project themes and change agents.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Institute change
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The final stage in Kotter’s model for successful change is linking the changes to two key components of corporate culture—norms of group behavior and shared values. Another model for organizational change includes a four-phase change management process: Define—Align expectations regarding the scope of the change as well as timing and business impact. Plan—Understand how the change will impact stakeholders and design a strategy to help them navigate it. Implement—Engage with leaders and associates to execute the change. Sustain—Work with leaders and employees to track adoption and drive lasting change<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

Successful transformation efforts usually begin when leaders examine the market for changes that may lead to new competitive realities for the organisation. These changes can stem from demographic shifts, social trends, new technology, market or competitor changes, or new government regulations. The leaders should explain that a potential crisis or major opportunity is imminent, and they should encourage frank discussion throughout the organization. Creating a sense of urgency that the status quo is no longer acceptable is essential to gain the workforce’s energetic cooperation.<\/h5>\n

\u00a0<\/p>\n

.” Once employees feel a sense of urgency, leaders should establish a group with enough power to lead the change. Members need substantial authority based on position, expertise, credibility and leadership, as well as effective management skills and proven leadership abilities. This coalition must learn to work together based on trust and set a common goal. Many guiding coalitions build trust through offsite meetings, joint activities and conversation.<\/h5>\n

\u00a0<\/p>\n

The guiding coalition should craft a clear vision for the future, motivate people to take appropriate actions and coordinate their actions. An effective vision is imaginable, desirable, feasible, focused, flexible and communicable, according to Kotter. Creating an effective vision takes time and can be a challenging process, but the end product provides a clear direction for the future.<\/h5>\n

\u00a0<\/p>\n

Once the guiding coalition has developed the vision, its members should provide extensive communications about how the change will improve the business and how those improvements will benefit employees. Key elements in effective communications include simplicity, use of examples, multiple forums, repetition, explanation of apparent inconsistencies and two-way communication. The group should model the behavior expected of employees.<\/h5>\n

\u00a0<\/p>\n

Successful and enduring change takes time, which can be discouraging to employees at all levels of the organisation. To maintain urgency, leaders should create conditions that support early successes and visible improvements. The key is to actively search for opportunities to score early achievements and to recognize and reward those who made these accomplishments possible. Good short-term wins have unambiguous results, are visible to many people and are clearly related to the change effort.<\/h5>\n

\u00a0<\/p>\n

To empower workers to support change and act on the vision, change leaders should identify and remove obstacles. Four categories of important obstacles are: Formal structures that make it difficult for employees to act. A lack of needed skills. Personnel or information systems. Supervisors who discourage actions toward implementing the new vision.<\/h5>\n

\u00a0<\/p>\n

Until major changes are embedded in an organization’s culture (which could take up to a decade), they remain vulnerable to resistance and regression. It is important to use the early successes as a foundation for larger challenges and to revise all systems, structures and policies that do not fit the change vision. HR can consolidate gains by hiring, promoting and developing employees who can implement the transformation vision. Additionally, the change process can be reinvigorated with new project themes and change agents.<\/h5>\n

\u00a0<\/p>\n

The final stage in Kotter’s model for successful change is linking the changes to two key components of corporate culture—norms of group behavior and shared values. Another model for organizational change includes a four-phase change management process: Define—Align expectations regarding the scope of the change as well as timing and business impact. Plan—Understand how the change will impact stakeholders and design a strategy to help them navigate it. Implement—Engage with leaders and associates to execute the change. Sustain—Work with leaders and employees to track adoption and drive lasting change<\/h5>\n

\u00a0<\/p>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-48030","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 6: HR playes a strategic role in change management - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 6: HR playes a strategic role in change management - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 6: Change Management HR can also play a strategic role in change management by calculating the post-implementation return on investmentby identifying key performance indicators (KPIs) to be measured and by tracking and communicating these results. By championing change, HR can help the organisation increase buy-in, comfort, and support for change across departments, thereby increasing […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/\" \/>\n<meta property=\"og:site_name\" content=\"Certifeka-edu\" \/>\n<meta property=\"og:image\" content=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u0648\u0642\u062a \u0627\u0644\u0642\u0631\u0627\u0621\u0629 \u0627\u0644\u0645\u064f\u0642\u062f\u0651\u0631\" \/>\n\t<meta name=\"twitter:data1\" content=\"6 \u062f\u0642\u0627\u0626\u0642\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":[\"WebPage\",\"webpage\"],\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/\",\"name\":\"Lesson 6: HR playes a strategic role in change management - Certifeka-edu\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/certifeka-edu.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/logos-png-01-296x57-1.png\",\"datePublished\":\"2025-11-19T14:08:06+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/#breadcrumb\"},\"inLanguage\":\"ar\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"ar\",\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/#primaryimage\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/logos-png-01-296x57-1.png\",\"contentUrl\":\"https:\\\/\\\/certifeka-edu.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/logos-png-01-296x57-1.png\"},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/organizational-behavior-module\\\/lessons\\\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"home\",\"item\":\"https:\\\/\\\/certifeka-edu.com\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Lessons\",\"item\":\"https:\\\/\\\/certifeka-edu.com\\\/lesson\\\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Lesson 6: HR playes a strategic role in change management\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#website\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/\",\"name\":\"certifeka\",\"description\":\"\",\"publisher\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/certifeka-edu.com\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"ar\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#organization\",\"name\":\"certifeka\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"ar\",\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/wp-content\\\/uploads\\\/2025\\\/03\\\/cropped-certifeka-removebg-preview.png\",\"contentUrl\":\"https:\\\/\\\/certifeka-edu.com\\\/wp-content\\\/uploads\\\/2025\\\/03\\\/cropped-certifeka-removebg-preview.png\",\"width\":366,\"height\":104,\"caption\":\"certifeka\"},\"image\":{\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/#\\\/schema\\\/logo\\\/image\\\/\"}}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Lesson 6: HR playes a strategic role in change management - Certifeka-edu","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/","og_locale":"ar_AR","og_type":"article","og_title":"Lesson 6: HR playes a strategic role in change management - Certifeka-edu","og_description":"Lesson 6: Change Management HR can also play a strategic role in change management by calculating the post-implementation return on investmentby identifying key performance indicators (KPIs) to be measured and by tracking and communicating these results. By championing change, HR can help the organisation increase buy-in, comfort, and support for change across departments, thereby increasing […]","og_url":"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/","og_site_name":"Certifeka-edu","og_image":[{"url":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png","type":"","width":"","height":""}],"twitter_card":"summary_large_image","twitter_misc":{"\u0648\u0642\u062a \u0627\u0644\u0642\u0631\u0627\u0621\u0629 \u0627\u0644\u0645\u064f\u0642\u062f\u0651\u0631":"6 \u062f\u0642\u0627\u0626\u0642"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":["WebPage","webpage"],"@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/","url":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/","name":"Lesson 6: HR playes a strategic role in change management - Certifeka-edu","isPartOf":{"@id":"https:\/\/certifeka-edu.com\/#website"},"primaryImageOfPage":{"@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/#primaryimage"},"image":{"@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/#primaryimage"},"thumbnailUrl":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png","datePublished":"2025-11-19T14:08:06+00:00","breadcrumb":{"@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/#breadcrumb"},"inLanguage":"ar","potentialAction":[{"@type":"ReadAction","target":["https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/"]}]},{"@type":"ImageObject","inLanguage":"ar","@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/#primaryimage","url":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png","contentUrl":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png"},{"@type":"BreadcrumbList","@id":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module\/lessons\/lesson-6-hr-playes-a-strategic-role-in-change-management-3\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"home","item":"https:\/\/certifeka-edu.com\/"},{"@type":"ListItem","position":2,"name":"Lessons","item":"https:\/\/certifeka-edu.com\/lesson\/"},{"@type":"ListItem","position":3,"name":"Lesson 6: HR playes a strategic role in change management"}]},{"@type":"WebSite","@id":"https:\/\/certifeka-edu.com\/#website","url":"https:\/\/certifeka-edu.com\/","name":"certifeka","description":"","publisher":{"@id":"https:\/\/certifeka-edu.com\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/certifeka-edu.com\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"ar"},{"@type":"Organization","@id":"https:\/\/certifeka-edu.com\/#organization","name":"certifeka","url":"https:\/\/certifeka-edu.com\/","logo":{"@type":"ImageObject","inLanguage":"ar","@id":"https:\/\/certifeka-edu.com\/#\/schema\/logo\/image\/","url":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/03\/cropped-certifeka-removebg-preview.png","contentUrl":"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/03\/cropped-certifeka-removebg-preview.png","width":366,"height":104,"caption":"certifeka"},"image":{"@id":"https:\/\/certifeka-edu.com\/#\/schema\/logo\/image\/"}}]}},"_links":{"self":[{"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/lesson\/48030","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/lesson"}],"about":[{"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/types\/lesson"}],"replies":[{"embeddable":true,"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/comments?post=48030"}],"version-history":[{"count":0,"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/lesson\/48030\/revisions"}],"wp:attachment":[{"href":"https:\/\/certifeka-edu.com\/ar\/wp-json\/wp\/v2\/media?parent=48030"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}