Human resource

In2017.docx

In 2017, I was offered a job to be the staffing coordinator at a previous job in a nursing facility. I declined the job three times, because not only was I afraid of rejection, but I also did not think I was a people person. My Director of Nursing came to me and said, “Kim, you can do it, I will help you”. The fourth time I was asked, I said OK I will accept the job. To make a long story short, I took that job and embraced it, the job came with long hours and dediction, because we just did not have the staff to provide care for the residents. During my seven years of being the staffing coordinator, I learned that I actually was a people person, I learned how to keep my staff files confidential and I also build a relationship with every staff member there. I was promoted to payroll coordinator and within a month of me being the payroll coordinator, I was promoted to intern director of human resources. I enjoyed human resources so much that I decided to go back to school and earn my degree.

JWI556Week2LectureNotes.pdf

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 1 of 8

JWI 556 Leading Change by Putting People First

Week Two Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 2 of 8

FIRST, CHANGE YOURSELF What It Means Changing oneself first is not about making any particular change before you ask others to join you in a larger change process. It’s more about understanding the forces that influence all of us when it comes to change – those that hold us back and those that propel us forward. While you must not assume the way you react to change will be the same as others, understanding the patterns, trends, and tendencies that influence all of us will make you a better change leader. Why It Matters

• The forces that support or impede the success of change initiatives are largely human forces. The more insight you have into these psychological factors, the more you can direct your efforts in the right way, and avoid the mistake of thinking you are just changing “the system” and not also changing people.

• The more insight you have into your own change style tendencies, the better you will be able to coach and support others going through change.

• It will help you better identify how to lead positive change in HR departments and keep people first when leading all change initiatives.

“I increasingly see gutsy HR men and women helping provide the leadership needed to change the systems to fit a new vision.”

John Kotter

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 3 of 8

PSYCHOLOGICAL FACTORS THAT IMPEDE CHANGE We continue this week with the themes that were introduced in Week 1. Along with our exploration of the challenge of change and Kotter’s approach to leading it, we are introduced to psychological factors that influence our willingness and ability to change. We continue our ‘look in the mirror’ to gain insight into our own tendencies toward change and why we feel the way we do. To restate the central premise of our course, change is a human undertaking. Yes, we talk about changing systems and processes and products. But the real barriers in driving change aren’t typically forces of economics, nature, or technology – it’s the people. If you look back at what you read about Kotter’s model last week, you will see that the eight steps are all about the human forces that drive or impede change. We’ve noted already that resistance to change is expected. It disrupts the norm and brings fear of the unknown. Plus, it’s just plain hard. However, there’s more to it than that. In their article, “The Real Reason People Won’t Change” (2001), Robert Kegan and Lisa Lahey explain that resistance to change is a lot more complex.

“Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. When you, as a manager, uncover an employee’s competing commitment, behavior that has seemed irrational and ineffective suddenly becomes stunningly sensible and masterful – but unfortunately, on behalf of a goal that conflicts with what you and even the employee are trying to achieve.”

Kegan & Lahey, 2001

Understanding this tension not only sheds additional critical light on what it means to lead change by putting people first. It also focuses the responsibility of the team leader on how to support others who want to make the change, but are held prisoner by powerful forces they may not fully understand.

“As a manager, you must guide people through this exercise with understanding and sensitivity…in a sense, managers are psychologists. After all, helping people overcome their limitations to become more successful at work is at the very heart of effective management.”

Kegan & Lahey, 2001 Kegan and Lahey introduce a three-step model that managers can use to help uncover and address these barriers to change. While we won’t go over the details of this process in these lecture notes, we will take a glance at the general structure and key questions.

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 4 of 8

1. Managers guide employees through a set of questions designed to uncover competing commitments

1) What would you like to see changed at work, so that you could be more effective, or so that work would be more satisfying?

2) What commitment does your complaint imply? 3) What are you doing, or not doing, that is keeping your commitment from being more fully

realized? 4) If you imagine doing the opposite of the undermining behavior, do you detect in yourself

any discomfort, worry, or vague fear? 5) By engaging in this undermining behavior, what worrisome outcome are you committed

to preventing?

2. Employees examine these commitments to determine the underlying assumptions 1) Notice and record current behavior 2) Look for contrary evidence 3) Explore the history 4) Test the assumptions 5) Evaluate the results

3. Employees can then start the process of changing their behavior

The questions and process Kegan & Lahey present provide important guidance to bear in mind if we are to lead change by putting people first. They provide critical insights into the psychology of change that must be addressed if we strive to be holistic in our approach to change. Further, these tools are not just valuable in leading your team through change, but in gaining a deeper understanding of your own tendencies – something which is the focus of our first assignment in the course. As Kegan & Lahey remind us,

“As you go through this process with your employees, remember that managers are every bit as susceptible to change immunity as employees are, and your competing commitments and big assumptions can have a significant impact on the people around you…It’s not about identifying unproductive behavior and systematically making plans to correct it, as if treating symptoms would cure a disease. It’s not about coaxing or cajoling or even giving poor performance reviews. It’s about understanding the complexities of people’s behavior, guiding them through a productive process to bring their competing commitments to the surface, and helping them cope with the inner conflict that is preventing them from achieving their goals.”

Kegan & Lahey, 2001

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 5 of 8

YOUR OWN PERSONAL CHANGE STYLE TENDENCIES How do you react when you are asked to change? Okay, that’s probably not a fair question. Or more accurately, not a very well-defined question. The reason, of course, is that we don’t have just one standard set of reactions that apply equally to all different sorts of changes. And if you don’t react the same way to all types of change initiatives, you can’t expect that others will be any different in how they react. We may want to tell ourselves a little white lie that it’s always somebody else who resists change – it’s never us. But the evidence just doesn’t support that. Jack observes,

“Everyone in business claims they like change; to say otherwise...would be career suicide. In fact, it’s quite common to see someone describe himself as a ‘change agent’ right on his résumé. That’s ridiculous. By my estimate, real change agents comprise less than 10 percent of all businesspeople. These are the true believers who champion change, know how to make it happen, and love every second of the process.”

Winning, p. 139 To support our pursuit of developing a better understanding of change, we will leverage the Change Style Indicator ®. This self-assessment tool will help you uncover your own tendencies toward change. This knowledge can be used to help you leverage the forces that propel you forward. It can also help you gain insights into how your attitudes toward change may be similar to, and different from, those of other members of your team. If you’re going to build a strong team that can drive meaningful change in HR, you have to honestly assess the way your team members feel about change. Only with the right people, and the right support, can you make it happen. As Jack says,

“To make change happen, companies must actively hire and promote only true believers and get-on-with-its. But with everyone claiming to like change, how can you tell who is for real? Luckily, change agents usually make themselves known. They’re typically brash, high- energy, and more than a little bit paranoid about the future. Very often, they invent change initiatives on their own or ask to lead them. Invariably, they are curious and forward-looking. They ask a lot of questions that start with the phrase ‘Why don’t we…?’ These people have courage – a certain fearlessness about the unknown. Something in them makes it OK to operate without a safety net. If they fail, they know they can pick themselves up, dust themselves off, and move on. They’re thick-skinned about risk, which allows them to make bold decisions without a lot of data.”

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 6 of 8

Winning, p. 139 Following on Jack’s guidance, you are encouraged to review the article from Week 1 by Aiken and Keller published in the McKinsey Quarterly (2003). It presents some great ideas that will help you keep people first as you implement change. While their overall approach supports Kotter and acknowledges the success of his model, it does not present a step-by-step process. Rather, it looks at change as a four-part framework: (A) Compelling Story, (B) Role Modeling, (C) Reinforcing Mechanisms, and (D) Capability Building. The main focus of the article is the differences which we all naturally have when it comes to what motivates us and how we receive change messages. This guidance adds support to Kotter’s model and helps ensure that our adherence to his model does not shortchange the complexities of human interactions. It reminds us that lots of different types of people are going to be impacted by the changes we lead, and the better we understand their differences, the more effective we are as leaders. Again, while we won’t present the details here, we will recap the main points in Aiken and Keller’s approach:

A. Creating a Compelling Story • What motivates you doesn’t motivate most of your employees • You’re better off letting them write their own story • It takes a story with both positives and negatives to create real energy

B. Role Modeling

• Leaders mistakenly believe that they already “are the change” • “Influence leaders” aren’t panaceas for making change happen

C. Reinforcing Mechanisms

• Money is the most expensive way to motivate people • The process and outcome have got to be fair

D. Capability Building

• Employees are what they think, feel, and believe in • Good intentions aren’t enough

Aiken & Keller, 2003 As you reflect on your own change style tendencies, and how they will impact the way you lead others through change initiatives, consider Patty McCord’s guidance:

“[B]uild the ideal team by starting with the vision down the road. Identify the problem you want to solve, the time frame in which you want to solve it, the kinds of people who will be successful at that, and what they need to know how to do, then ask yourself, What do we need to do to be ready and able, and whom do we need to bring in?”

Powerful, p. 78

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 7 of 8

A CHANGE PLAN FOR HR AND FOR YOUR CAREER

“Imagine your life as two superhighways. One courses with the stuff you’re very good at, the other with the stuff you really love to do. Now, imagine those superhighways

intersecting. Right there – at the overlap of your capabilities and your happiness – lies the site where ideally you should build your career.”

The Real-Life MBA, p. 180 This guidance comes from Jack and Suzy on finding your Area of Destiny (AOD). If you can identify it, AND if you can put in place the changes needed to get there, you will have found your calling and be on your way to career bliss. You have been encouraged throughout your MBA program, and especially in your HR concentration courses, to develop the skills you need to deliver in your current role. You have also been encouraged to ask questions about what more you can do personally, and what you can do to transform HR into a key strategic driver of your organization’s success. You’ve been introduced to tons of great ideas in JWI 521: Recruit, Develop, Assess, Reward, Retain and JWI 522: Strategic Partnering with the C-Suite. Hopefully, these have inspired you and gotten the creative juices flowing. We have provided a refresher on some of these ideas in the “Change Initiatives in HR Leadership and Talent Development” document in your course readings this week. It presents key themes from authors you have encountered before, including Ram Charan, Bill Conaty, Patty McCord, Laszlo Bock, and, of course, Jack. It will be a required component in your group project, so make sure you spend some time with it. Go back and re-read key parts of the source texts from which the quotations were taken. If you’re feeling inspired to do more, but feeling stuck where you are, then it’s time for a change. As we draw this week’s lecture notes to a close, you are encouraged to review Jack and Suzy’s action steps for getting unstuck for inspiration.

1. Overdeliver 2. Volunteer for Hard Duty 3. Acquire Followers the Hard Way 4. Make Sure You’re Tech-Current 5. Get Real About Mentors 6. Love Everyone

The Real-Life MBA, pp. 201-212

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 8 of 8

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for the week:

• Examine the psychological factors that impede change Don’t allow the tools you are exploring to be merely academic exercises that are interesting, but have no application in the real word. Use what you are learning to build a deeper understanding of others and how they may be influenced by psychological factors that work against change. Leverage the models to become a better coach for your team at work. When you are working with a team member who is struggling to make a needed change, help them uncover competing commitments and hidden assumptions that may be impeding change. If, at first, you feel uncomfortable doing this in the workplace, try out the process with a trusted friend or a family member.

• Identify and evaluate your own personal change style tendencies

Take the results you get from the Change Style Indicator ® and review them against real changes that you have actively pursued in your life. Which ones were successful and which were not? Share your assessment results with a trusted friend or colleague for validation. Are there any patterns they see that you may have missed? If you know people who have been able to overcome resistance to make important changes, what common change style tendencies do you see in them? If you can’t identify these from observation, see if they are open to talking about the change and how they managed it.

• Develop a change plan for HR and for your career Commit the time and energy needed to develop a vision for where you want to be in your career in the next one to three years. What is your Area of Destiny – that intersection where what you are really good at and what you love doing come together? If you are feeling stuck, understand that we all run into roadblocks in our professional lives that we struggle to get past. What are the change tools you can leverage to move ahead and work through the competing forces that hold you back? How well does your Area of Destiny align with your vision for leading change in HR? Write down what the role of an HR professional should be in your organization. What will it take to get it there? If you could get your HR team to function in a way that fulfills your vision, how would that help you realize your Area of Destiny?

In2017.docx

In 2017, I was offered a job to be the staffing coordinator at a previous job in a nursing facility. I declined the job three times, because not only was I afraid of rejection, but I also did not think I was a people person. My Director of Nursing came to me and said, “Kim, you can do it, I will help you”. The fourth time I was asked, I said OK I will accept the job. To make a long story short, I took that job and embraced it, the job came with long hours and dediction, because we just did not have the staff to provide care for the residents. During my seven years of being the staffing coordinator, I learned that I actually was a people person, I learned how to keep my staff files confidential and I also build a relationship with every staff member there. I was promoted to payroll coordinator and within a month of me being the payroll coordinator, I was promoted to intern director of human resources. I enjoyed human resources so much that I decided to go back to school and earn my degree.

JWI556Week2LectureNotes.pdf

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 1 of 8

JWI 556 Leading Change by Putting People First

Week Two Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 2 of 8

FIRST, CHANGE YOURSELF What It Means Changing oneself first is not about making any particular change before you ask others to join you in a larger change process. It’s more about understanding the forces that influence all of us when it comes to change – those that hold us back and those that propel us forward. While you must not assume the way you react to change will be the same as others, understanding the patterns, trends, and tendencies that influence all of us will make you a better change leader. Why It Matters

• The forces that support or impede the success of change initiatives are largely human forces. The more insight you have into these psychological factors, the more you can direct your efforts in the right way, and avoid the mistake of thinking you are just changing “the system” and not also changing people.

• The more insight you have into your own change style tendencies, the better you will be able to coach and support others going through change.

• It will help you better identify how to lead positive change in HR departments and keep people first when leading all change initiatives.

“I increasingly see gutsy HR men and women helping provide the leadership needed to change the systems to fit a new vision.”

John Kotter

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 3 of 8

PSYCHOLOGICAL FACTORS THAT IMPEDE CHANGE We continue this week with the themes that were introduced in Week 1. Along with our exploration of the challenge of change and Kotter’s approach to leading it, we are introduced to psychological factors that influence our willingness and ability to change. We continue our ‘look in the mirror’ to gain insight into our own tendencies toward change and why we feel the way we do. To restate the central premise of our course, change is a human undertaking. Yes, we talk about changing systems and processes and products. But the real barriers in driving change aren’t typically forces of economics, nature, or technology – it’s the people. If you look back at what you read about Kotter’s model last week, you will see that the eight steps are all about the human forces that drive or impede change. We’ve noted already that resistance to change is expected. It disrupts the norm and brings fear of the unknown. Plus, it’s just plain hard. However, there’s more to it than that. In their article, “The Real Reason People Won’t Change” (2001), Robert Kegan and Lisa Lahey explain that resistance to change is a lot more complex.

“Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. When you, as a manager, uncover an employee’s competing commitment, behavior that has seemed irrational and ineffective suddenly becomes stunningly sensible and masterful – but unfortunately, on behalf of a goal that conflicts with what you and even the employee are trying to achieve.”

Kegan & Lahey, 2001

Understanding this tension not only sheds additional critical light on what it means to lead change by putting people first. It also focuses the responsibility of the team leader on how to support others who want to make the change, but are held prisoner by powerful forces they may not fully understand.

“As a manager, you must guide people through this exercise with understanding and sensitivity…in a sense, managers are psychologists. After all, helping people overcome their limitations to become more successful at work is at the very heart of effective management.”

Kegan & Lahey, 2001 Kegan and Lahey introduce a three-step model that managers can use to help uncover and address these barriers to change. While we won’t go over the details of this process in these lecture notes, we will take a glance at the general structure and key questions.

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 4 of 8

1. Managers guide employees through a set of questions designed to uncover competing commitments

1) What would you like to see changed at work, so that you could be more effective, or so that work would be more satisfying?

2) What commitment does your complaint imply? 3) What are you doing, or not doing, that is keeping your commitment from being more fully

realized? 4) If you imagine doing the opposite of the undermining behavior, do you detect in yourself

any discomfort, worry, or vague fear? 5) By engaging in this undermining behavior, what worrisome outcome are you committed

to preventing?

2. Employees examine these commitments to determine the underlying assumptions 1) Notice and record current behavior 2) Look for contrary evidence 3) Explore the history 4) Test the assumptions 5) Evaluate the results

3. Employees can then start the process of changing their behavior

The questions and process Kegan & Lahey present provide important guidance to bear in mind if we are to lead change by putting people first. They provide critical insights into the psychology of change that must be addressed if we strive to be holistic in our approach to change. Further, these tools are not just valuable in leading your team through change, but in gaining a deeper understanding of your own tendencies – something which is the focus of our first assignment in the course. As Kegan & Lahey remind us,

“As you go through this process with your employees, remember that managers are every bit as susceptible to change immunity as employees are, and your competing commitments and big assumptions can have a significant impact on the people around you…It’s not about identifying unproductive behavior and systematically making plans to correct it, as if treating symptoms would cure a disease. It’s not about coaxing or cajoling or even giving poor performance reviews. It’s about understanding the complexities of people’s behavior, guiding them through a productive process to bring their competing commitments to the surface, and helping them cope with the inner conflict that is preventing them from achieving their goals.”

Kegan & Lahey, 2001

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 5 of 8

YOUR OWN PERSONAL CHANGE STYLE TENDENCIES How do you react when you are asked to change? Okay, that’s probably not a fair question. Or more accurately, not a very well-defined question. The reason, of course, is that we don’t have just one standard set of reactions that apply equally to all different sorts of changes. And if you don’t react the same way to all types of change initiatives, you can’t expect that others will be any different in how they react. We may want to tell ourselves a little white lie that it’s always somebody else who resists change – it’s never us. But the evidence just doesn’t support that. Jack observes,

“Everyone in business claims they like change; to say otherwise...would be career suicide. In fact, it’s quite common to see someone describe himself as a ‘change agent’ right on his résumé. That’s ridiculous. By my estimate, real change agents comprise less than 10 percent of all businesspeople. These are the true believers who champion change, know how to make it happen, and love every second of the process.”

Winning, p. 139 To support our pursuit of developing a better understanding of change, we will leverage the Change Style Indicator ®. This self-assessment tool will help you uncover your own tendencies toward change. This knowledge can be used to help you leverage the forces that propel you forward. It can also help you gain insights into how your attitudes toward change may be similar to, and different from, those of other members of your team. If you’re going to build a strong team that can drive meaningful change in HR, you have to honestly assess the way your team members feel about change. Only with the right people, and the right support, can you make it happen. As Jack says,

“To make change happen, companies must actively hire and promote only true believers and get-on-with-its. But with everyone claiming to like change, how can you tell who is for real? Luckily, change agents usually make themselves known. They’re typically brash, high- energy, and more than a little bit paranoid about the future. Very often, they invent change initiatives on their own or ask to lead them. Invariably, they are curious and forward-looking. They ask a lot of questions that start with the phrase ‘Why don’t we…?’ These people have courage – a certain fearlessness about the unknown. Something in them makes it OK to operate without a safety net. If they fail, they know they can pick themselves up, dust themselves off, and move on. They’re thick-skinned about risk, which allows them to make bold decisions without a lot of data.”

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 6 of 8

Winning, p. 139 Following on Jack’s guidance, you are encouraged to review the article from Week 1 by Aiken and Keller published in the McKinsey Quarterly (2003). It presents some great ideas that will help you keep people first as you implement change. While their overall approach supports Kotter and acknowledges the success of his model, it does not present a step-by-step process. Rather, it looks at change as a four-part framework: (A) Compelling Story, (B) Role Modeling, (C) Reinforcing Mechanisms, and (D) Capability Building. The main focus of the article is the differences which we all naturally have when it comes to what motivates us and how we receive change messages. This guidance adds support to Kotter’s model and helps ensure that our adherence to his model does not shortchange the complexities of human interactions. It reminds us that lots of different types of people are going to be impacted by the changes we lead, and the better we understand their differences, the more effective we are as leaders. Again, while we won’t present the details here, we will recap the main points in Aiken and Keller’s approach:

A. Creating a Compelling Story • What motivates you doesn’t motivate most of your employees • You’re better off letting them write their own story • It takes a story with both positives and negatives to create real energy

B. Role Modeling

• Leaders mistakenly believe that they already “are the change” • “Influence leaders” aren’t panaceas for making change happen

C. Reinforcing Mechanisms

• Money is the most expensive way to motivate people • The process and outcome have got to be fair

D. Capability Building

• Employees are what they think, feel, and believe in • Good intentions aren’t enough

Aiken & Keller, 2003 As you reflect on your own change style tendencies, and how they will impact the way you lead others through change initiatives, consider Patty McCord’s guidance:

“[B]uild the ideal team by starting with the vision down the road. Identify the problem you want to solve, the time frame in which you want to solve it, the kinds of people who will be successful at that, and what they need to know how to do, then ask yourself, What do we need to do to be ready and able, and whom do we need to bring in?”

Powerful, p. 78

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 7 of 8

A CHANGE PLAN FOR HR AND FOR YOUR CAREER

“Imagine your life as two superhighways. One courses with the stuff you’re very good at, the other with the stuff you really love to do. Now, imagine those superhighways

intersecting. Right there – at the overlap of your capabilities and your happiness – lies the site where ideally you should build your career.”

The Real-Life MBA, p. 180 This guidance comes from Jack and Suzy on finding your Area of Destiny (AOD). If you can identify it, AND if you can put in place the changes needed to get there, you will have found your calling and be on your way to career bliss. You have been encouraged throughout your MBA program, and especially in your HR concentration courses, to develop the skills you need to deliver in your current role. You have also been encouraged to ask questions about what more you can do personally, and what you can do to transform HR into a key strategic driver of your organization’s success. You’ve been introduced to tons of great ideas in JWI 521: Recruit, Develop, Assess, Reward, Retain and JWI 522: Strategic Partnering with the C-Suite. Hopefully, these have inspired you and gotten the creative juices flowing. We have provided a refresher on some of these ideas in the “Change Initiatives in HR Leadership and Talent Development” document in your course readings this week. It presents key themes from authors you have encountered before, including Ram Charan, Bill Conaty, Patty McCord, Laszlo Bock, and, of course, Jack. It will be a required component in your group project, so make sure you spend some time with it. Go back and re-read key parts of the source texts from which the quotations were taken. If you’re feeling inspired to do more, but feeling stuck where you are, then it’s time for a change. As we draw this week’s lecture notes to a close, you are encouraged to review Jack and Suzy’s action steps for getting unstuck for inspiration.

1. Overdeliver 2. Volunteer for Hard Duty 3. Acquire Followers the Hard Way 4. Make Sure You’re Tech-Current 5. Get Real About Mentors 6. Love Everyone

The Real-Life MBA, pp. 201-212

© Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

JWI 556 (1196) Page 8 of 8

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for the week:

• Examine the psychological factors that impede change Don’t allow the tools you are exploring to be merely academic exercises that are interesting, but have no application in the real word. Use what you are learning to build a deeper understanding of others and how they may be influenced by psychological factors that work against change. Leverage the models to become a better coach for your team at work. When you are working with a team member who is struggling to make a needed change, help them uncover competing commitments and hidden assumptions that may be impeding change. If, at first, you feel uncomfortable doing this in the workplace, try out the process with a trusted friend or a family member.

• Identify and evaluate your own personal change style tendencies

Take the results you get from the Change Style Indicator ® and review them against real changes that you have actively pursued in your life. Which ones were successful and which were not? Share your assessment results with a trusted friend or colleague for validation. Are there any patterns they see that you may have missed? If you know people who have been able to overcome resistance to make important changes, what common change style tendencies do you see in them? If you can’t identify these from observation, see if they are open to talking about the change and how they managed it.

• Develop a change plan for HR and for your career Commit the time and energy needed to develop a vision for where you want to be in your career in the next one to three years. What is your Area of Destiny – that intersection where what you are really good at and what you love doing come together? If you are feeling stuck, understand that we all run into roadblocks in our professional lives that we struggle to get past. What are the change tools you can leverage to move ahead and work through the competing forces that hold you back? How well does your Area of Destiny align with your vision for leading change in HR? Write down what the role of an HR professional should be in your organization. What will it take to get it there? If you could get your HR team to function in a way that fulfills your vision, how would that help you realize your Area of Destiny?

In2017.docx

JWI556Week2LectureNotes.pdf

In2017.docx

JWI556Week2LectureNotes.pdf

In2017.docx

Change Initiatives in HR and Talent Development

Human Resource