HRMT440DBR3DB5

HRMT440DBR3

1. Initial Question: The VP of HR reviewed the executive summary and decided that your recommendation was a strong course of action for the change process. In her discussions with Leroy, she mentioned that it would be good to have you participate in a focus group to discuss your experiences with the change process. She was interested in discovering some best practices for change and felt that your experiences would be very valuable to Red Carpet’s approach to change. To guide the discussion, she recommended addressing a few points that should be covered in the focus group. Leroy will gather the results of the focus group and share it with the VP of HR.

Review the Red Carpet scenario for this course and with your classmates; discuss the following questions that will provide insight into your own change experiences:

· Describe a successful change from your own experiences and why it worked well.

· Describe an unsuccessful change from your own experiences and why it did not achieve its intended objectives.

· From your own experiences, what do you think Red Carpet should do to make the change successful?

Primary Post:

Organizational Change

A successful change from my own experiences was introducing a new software system within my formerly employed organization. The software is designed to streamline and automate specific processes and make it easier for employees to access essential data. The change was successful because thorough training was provided to employees before its implementation, ensuring they could use the new software effectively. Additionally, there was strong leadership support for the change and incentives for employees to adopt the new system. The training component was crucial to the success of this change, as it ensured that employees had the knowledge they needed to use the software to its full potential.

Furthermore, the leadership team was involved in every step of the process, ensuring that the change was managed correctly and communicated to all organization members. Finally, incentives were provided to encourage employees to learn and use the new software, which helped to motivate them to embrace the change. Overall, this change was successful due to the comprehensive approach taken by the organization, from the initial planning stages to the implementation and management of the new software. By taking these steps, the organization was able to ensure that all members of the organization embraced the change and that everyone benefited from the new system.

I experienced an unsuccessful change when my organization attempted to implement an employee performance tracking system. The change failed because the organization was required to fully consider the effort required to transition to the new system. Employees needed more training on how to use the new system and the expectations for how the system should be used needed to be communicated. Additionally, the organization had yet to plan for ongoing support and maintenance, so the system quickly became outdated and unreliable.

To make the change successful, Red Carpet should start with a comprehensive assessment of its current organizational structure and culture to identify the areas that need to be addressed. They should then work with stakeholders to develop a comprehensive strategy for managing the change process. Additionally, they should ensure that clear goals and objectives are established, adequate resources are available to ensure success, and that communication is open and transparent (Lewis, 2019). Training should also be provided to ensure employees understand how to use the new system, and support should be available to address any issues arising during the transition. Finally, the organization should regularly review and evaluate the progress of the change and make the necessary adjustments as needed.

#1 Sean

A Successful Change From My Own Experiences and Why it Worked Well

One successful change process from my own experiences was an acquisition when the organization I worked with acquired another one in the industry. The change was successful since the team that led the project was efficient. The change coalition leading the acquisition process set a clear and valid vision and mission for the change process. Measurable, realistic, and achievable change goals were additional factors that contributed to a successful change management process. Also, the change leadership team created an urgency across the organization and involved all the people affected by the change process to overcome resistance. As part of creating urgency, the change process had a clear vision that communicated to all involved parties what the end of the process looked like. The solid direction made employees accept and embrace the change.

An Unsuccessful Change From My Experiences and Why it Failed to Achieve its Intended Objectives

I once experienced an unsuccessful change process involving rebranding. The rebranding entailed changing the packaging, logo design, new color pallet, and marketing campaigns of the company’s product. The entire process was successful, considering the company launched the product with new features. However, consumers did not identify with the commodities on the shelves, which led to a loss in revenue. This change process was unsuccessful since the company failed to consult with customer representatives to determine customers’ preferences. The purpose of rebranding is to appeal to customer perceptions. Marketing and extensive advertisement after rebranding are vital in creating product awareness. Thus, also, the company failed to engage in product advertisement and marketing to familiarize customers with the new brand image.

What Red Carpet Should Do to Make the Change Successful

Besides creating and communicating a clear change vision, Red Carpet should anticipate resistance and develop strategies to alleviate resistance from stakeholders. Coziness with the status quo is compelling. Shifting into an unfamiliar future state causes anxiety, fear, and stress. Thus, change coalitions and change management teams should work to address and mitigate resistance. The team should spend time before launching the project to explore the likely resistance sources. Being proactive during the initial project stages and specific about the sources of resistance allows a project team to act on the knowledge before the resistance affects project outcomes. Resistance management is unsuccessful when it only addresses the manifestations (McCabe, 2020). The signs of resistance are visible and frequently unsubtle, such as grumbling, skipping important meetings, failing to provide needed information or resources, or even refusing to embrace a change to a procedure or conduct. Concentrating on these signs, despite being more obvious, will not provide any benefits. Change agents should investigate the root of the reluctance to be effective. It is necessary to pinpoint the causal factors of rebellion to manage resistance effectively.

The organization should work with a change management model to facilitate successful change. The advantages of change management are possibly numerous. It encourages a seamless transition from the previous era to the new one. It offers organizations a set of rules to adhere to assist staff members and the organization in adjusting to change. Adapting to considerable change can be challenging for the organization and its personnel. A change management model explains and makes a process understandable (Cameron & Green, 2019). It establishes a change-related intention that encourages individuals to think about their part in the procedure and makes them responsible for their transformation. Consequently, utilizing change management models is probably what separates success from failure.

#2 Kaitlyn

Describe a successful change from your own experiences and why it worked well.

In my current occupation I had previously worked about three years ago and then was a stay at home mama for a few years until my little could go to school. In the meantime I picked up school and now am back to work at previous occupation which is a shift lead at our local Dairy Queen. When I worked there before I was just a team member and had only been working there for a bout seven to eight months before birth. I learned a lot in that time though so I was able to put it to good use once I returned and within a month and a half made me a shift lead and now are talking about an assistant manager position because I have also been implementing what I have learned in school to what I do at work. Our employees were slow and unwilling to do any extra tasks when I first got back and now after about 5 months of consistent reminders, better developmental routines and more beneficial organizational goals to follow have really sparked our business back up to top 25 fast food restaurants to dine-in or take out in Minnesota, our employees have become more willing to do more tasks and our customer appreciation has gone up sixty percent. Just by holding a couple informational meetings talking about customer service and how to handle situations and the quality of our products we serve to our fans, adding in the organizations extra training videos and more 1:1 interaction with each employee to help them better understand how to do their job to benefit the business and customers better.

Describe an unsuccessful change from your own experiences and why it did not achieve its intended objectives.

Along with the successful changes you always have the upsetting or negative changes, along with me returning to work and putting forth my managerial efforts it has caused a lot of controversy with the employees and current assistant manager and there for about the first two weeks our team members would not communicate anything, they would not do any of the orders correctly, and just would do strange things out of spite of things being changed from what they are use to. This in turn took a toll on our DQ fans and business went downhill. We had significant number of bad reviews and even more call-in complaints. This in turn is what really started the changing phases and sticking to it firmly, making sure our team members were trained 100% correctly and that our new employees in return will be trained 100% too.

From your own experiences, what do you think Red Carpet should do to make the change successful?

I full heartedly think that the red carper needs strong employees that will benefit the business by learning from the orientation and training techniques and putting forth those skills in, out on the floor. Management needs to make sure each employee knows the terms of their employment and if they do a good job a raise could happen or promotion, if they are not able to put forth all skills and accomplish their job duties during their scheduled shift then they may be in jeopardy of their job. (This is what I was told when I was re-hired and feel that it makes a person want to work harder and do better)