The Changing Role of Global Human Capital Managers and Sustaining the Competitive Edge

Change Management Plan

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The change management plan is the processor steps followed by the project leader in order to apply the change in organizational structure or the culture and to ensure that the project meets its intended target. Plans are developed so as to deliver change to a project. They are four types of change management that include organizational change management, project change management, program change management, departmental and team change management. The purpose of the process is to control the budget, scope, resources, and schedule of the organization; it minimizes the impact a change has on the employees, customers and the business at large.

The first step is to identify what in the organization will be improved when preparing for change one should identify what in the organization requires change and that it aligns with the company’s business objective and future vision. Although the change manager may have a good idea of what needs to change and why it needs to be changed, you need to convince the board and the team and exploring different perspective and different suggestions contributed by everyone and present a solid case to the board.

The third step is to plan for change by identifying influential staff at every level who will help facilitate change, you should make the staff part of your change management team and be honest about the need for help and support as change is a team effort. Communicating the vision is a very important step in change management as one need s to successfully communicate the vision you want to achieve. The bigger the changes the compelling the vision as significant changes will be made to the mission and vision of the company (LIENTZ, 2004).

The fifth step is to identify stumbling blocks that may include organizational structures that may delay implementation, the need for new skills and new systems and tools that may hinder a successful change management and remove the blocks.

The change manager should set an achievable milestone as they help in keeping track of the progress and to see whether one is moving toward the goals. Initial targets should be achieved easily to help motivate success as well as keep tabs on implementation while adjusting and improving the plans are required, as you should monitor and manage resistance and the budget.

The final step is to incorporate the changes and make the changes to become part of the organization's culture some may be easy to implement while others may more difficult and have a great impact to the company as the organization continues with the principle of continuous improvement (LIENTZ, 2004).

AGC deals with global human capital management and it provides a measure of human capital management goals that are based on people’s ability to acquire and develop new skills after school and during their professional career. Problems that they face include compliance with the laws and regulations when implementing new changes in the organization, management changes when dealing transiting organizational goals, processes, and technology, leadership development that facilitate the execution of a company’s strategy, workplace training and development and adapting to innovation.

Leadership development problems can be solved by learning from experience, having a compelling vision and self-motivation. By adhering to the laws and regulations you avoid causing problems with the law (Hayes, 2014). All employees should be trained and equipped with the necessary skills to tackle the problems. To solve and prevent future problems in a long-term situation you have to address the root of the problem. Strategies of implementing change include assigning accountability, breaking down your targets, backing up the leadership team and identifying the allocated funds. The effectiveness of a change management is measured by the growth of the company, organizational efficiency, performance improvement, and technology implementation (Hayes, 2014).

References

Hayes, J. (2014). Developing a change plan. The Theory and Practice of Change Management, 297-312. doi:10.1007/978-1-137-28902-5_15

LIENTZ, B. (2004). Plan Ahead for Change. Breakthrough IT Change Management, 159-176. doi:10.1016/b978-0-7506-7686-1.50012-x