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Kotter Change Management Model

Pamela Hines

Dr. Obioma Iwuanyanwu

Managing Organizational Change

February 13, 2023

Change management is a crucial aspect of any organization, especially in the field of human resources. The recruitment process, onboarding, training, and performance evaluation are all critical components of an organization's human capital management. This paper will discuss how First Independence Bank (FIB) can apply Kotter's eight steps of change management to a selected HR situation, specifically the recruitment process, onboarding, training, and performance evaluation. The discussion will also develop a strategy that illustrates how each of the eight stages of change can be addressed.

Step 1: Establishing a sense of urgency

This is the first step in change management and is crucial for creating a sense of urgency and need for change within an organization. It is the process of identifying and communicating the problems or challenges that the organization is facing, and the potential consequences of not addressing them (Rajan & Ganesan, 2017). This step helps to create a sense of urgency among the employees, stakeholders and leadership team to take action and make changes.

In the case of First Independence Bank (FIB), the recruitment process, onboarding, training, and performance evaluation process have been in place for several years, and they have become outdated. The organization is facing a high turnover rate, and the recruitment process is not attracting the right candidates. The onboarding process is not effective, and the training process is not aligned with the organization's goals. The performance evaluation process is not providing meaningful feedback to employees. Therefore, it is imperative that FIB establishes a sense of urgency around the need to change the recruitment process, onboarding, training, and performance evaluation process. The sense of urgency can be created by highlighting the problems or challenges that the organization is facing through

data and statistics. For example, it can be shared that the potential consequences of not addressing the problems, such as losing talented employees and the financial costs associated with a high turnover rate.

Step 2: Creating a coalition

A coalition is a collection of individuals or representatives from various organizational departments or functions who are drawn together to lead and drive change. The coalition should include people from various organizational levels, departments, and specialized fields. It is essential that FIB brings together key stakeholders from different departments, such as human resources, finance, operations, and marketing, to work towards a common goal of improving the recruitment process, onboarding, training, and performance evaluation process.

Creating a coalition helps to ensure that the change process is inclusive, and that different perspectives and ideas are taken into account. The coalition can also act as a sounding board for ideas and can provide feedback on the proposed changes. Additionally, the coalition can also act as change ambassadors, communicating the vision and strategy for the change process to their respective departments and teams (Hayes, 2022). To create a coalition, FIB can start by identifying key stakeholders from different departments and functions within the organization. These stakeholders should be individuals who are committed to the change process and who have the necessary skills, knowledge, and influence to drive change. FIB can then invite these stakeholders to participate in a coalition and provide them with the necessary training and resources to lead and drive change.

Step 3: Developing vision and strategy

The third step in change management is to develop a vision and strategy. This step is important because it helps to provide direction and guidance for the change process. In the case of FIB, the vision for the recruitment process, onboarding, training, and performance evaluation process should be to attract, retain, and develop the best talent for the organization. The strategy should be to improve the recruitment process by using modern technologies and techniques, such as social media and video interviewing, to attract the right candidates. The onboarding process should be improved by providing new employees with a comprehensive orientation program that includes an introduction to the organization's culture, values, and goals. The training process should be aligned with the organization's goals and should be focused on developing the skills and knowledge needed to achieve those goals (Cameron & Green, 2019). The performance evaluation process should be improved by providing employees with regular and meaningful feedback that helps them to improve their performance.

Developing the vision and strategy for the change process involves conducting research, gathering data, and consulting with key stakeholders. The coalition established in step 2 can play a key role in this step, providing input and feedback on the proposed vision and strategy. The leadership team should also be involved in this step to ensure that the vision and strategy are aligned with the organizations’ overall goals and objectives (Lewis, 2019). Once the vision and strategy are developed, it is important to communicate them to all employees in a clear and concise manner. This will help to ensure that everyone within the organization understands the vision and the strategy for the change process, and that they are engaged and committed to achieving it.

Step 5: Empowering broad-based action

The fifth step in change management is to empower broad-based action. This step is important because it helps to ensure that everyone within the organization is engaged and committed to the change process. In this case it is important that the FIB employees are empowered to take action and contribute to the change process. This can be achieved by involving employees in the development of the recruitment process, onboarding, training, and performance evaluation process. Employees can be given the opportunity to provide feedback and suggestions on how to improve the process. It also includes providing employees with the necessary training and resources to implement the changes.

Empowering broad-based action also means giving employees the autonomy and authority to make decisions and take action. This can be achieved by providing employees with clear roles and responsibilities, as well as the necessary decision-making authority. This can help to ensure that employees are fully engaged and committed to the change process, and that they are able to take ownership of the changes and see them through to completion.

Step 6: Generating short-term wins

Short-term wins are small, measurable, and achievable goals that can be achieved relatively quickly, and they help to demonstrate the benefits of the changes to employees. These wins can be used to measure the progress of the change process and to build support for the changes among employees and stakeholders. It is important to set realistic and achievable goals for the recruitment process, onboarding, training, and performance evaluation process. These goals can be used to measure the progress of the change process and to demonstrate the benefits of the changes to employees. At FIB I found that setting small achievable goals that were measurable was a strength of the company. After we

achieved the goals we would have mini celebrations, which were quite encouraging. Examples of short-term wins could include increasing the number of applicants, reducing the time to fill a position, or improving employee retention.

Setting short-term wins can help to ensure that employees and stakeholders are aware of the progress of the change process and that they can see the benefits of the changes. This can help to build support for the changes among employees and stakeholders, and it can also help to keep employees engaged and motivated (Lewis, 2019). Additionally, achieving short-term wins can also serve as a source of motivation and morale boost for employees, encouraging them to continue working towards the long-term goals.

Step 7: Consolidating gains and producing more change

The seventh step in change management is to consolidate gains and produce more change. This step is important because it helps to ensure that the changes are sustained over the long-term. In the case of FIB, it is important to monitor and evaluate the recruitment process, onboarding, training, and performance evaluation process on a regular basis. This will help to identify any areas where further improvements can be made. It is also important to provide ongoing training and support to employees to ensure that they have the necessary skills and knowledge to implement the changes (Harmon, 2019).

Step 8: Anchoring new approaches into the culture

The eighth step in change management is to anchor new approaches into the culture. This step is important because it helps to ensure that the changes become part of the organization's culture. It is essential for the organization to ensure that the recruitment process, onboarding, training, and performance evaluation process are integrated into the

organization's culture. This can be achieved by promoting the changes through company-wide communications and by recognizing and rewarding employees who demonstrate the values and behaviors associated with the changes.

Conclusion

Change management is a crucial aspect of any organization, and it is especially important in the field of human resources. The recruitment process, onboarding, training, and performance evaluation are all critical components of an organization's human capital management. It is recommended, that First Independence Bank (FIB) apply the Kotter's eight steps of change management to a selected HR situation, specifically the recruitment process, onboarding, training, and performance evaluation. It should also develop a strategy that illustrates how each of the eight stages of change can be addressed. By following these eight steps, FIB can ensure that the changes are implemented effectively and that they are sustained over the long-term.

References

Cameron, E., & Green, M. (2019).  Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Harmon, P. (2019).  Business process change: a business process management guide for managers and process professionals. Morgan Kaufmann.

Hayes, J. (2022).  The theory and practice of change management. Bloomsbury Publishing.

Lewis, L. (2019). Organizational change. In  Origins and Traditions of Organizational Communication (pp. 406-423). Routledge.

Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter's change management framework.  Asian Journal of Research in Business Economics and Management,  7(7), 181-203.