Topics: Change management, Management, Organization development Pages: 8 (2229 words) Published: October 15, 2014

This article discussed about the functions of human resource professionals as the responsible person who acts on the behalf of the organization in order to handle and conduct the employees in the implementation phase of every changes occur in an organization. Every organization must have own changes in order to improve the organization’s performance and increase profit. This article also tells about the role of human resource professionals on how they manage the employees to accept the changes occur. This article is divided into three parts whereas the role of human resource professional as a change agent, competency skills of human resource professionals must have, and relationship between human resource competencies and role of change agent.


The main issue that have been highlighted is of course the role of the human resource professionals itself as a change agent because they more close and know well about the employees. In today’s dynamic business world, any changes not managed well and correctly cannot develop human resource’s ability to help the business create and maintain competitive advantage. Human resource professionals need to have the knowledge, skills, and abilities to not only adapt to change but to also identify when it is needed and how to successfully leverage such opportunities.

Based on one article that we found, it stated about the primary steps outline can be guide all of the human resource professionals on how to handle the managing change occur. First is about assessment which is tells about understanding organizational and employee readiness for change. Timing will be a critical focus during change implementation. While timing is focused on when change will be implemented, the question of speed focuses on how fast the change needs to take place. Second is preparation in which setting the groundwork for the change process. Management and human resource need to clearly identify a vision for the change process. The vision should clearly highlight the: who, what, why, when, and how of the change process. Third is execution whereas the human resource professionals must implementing and monitoring change and organizational development. Execution of a change initiative can be exhilarating and stressful for the business leaders and the employee population. It is critical that human resource approaches implementation with a structured and systematic method. Most of the vital steps in the assessment and planning stages must be repeated in the implementation phase. Human resource professionals must reduce resistance, encourage input, continue to focus on training and education, ensure effective communication, and ensure that the vision stays inspiring and consistent with the company culture as the business moves through the change initiative. The forth is whether sustaining and institutionalizing change the right answer. Sustainability can be viewed as keeping a company from moving back to “old ways” while the change process moves forward. Human resource can help this happen by supporting the firm’s change agents. If change agents become burned out, they may stop encouraging employees and the program may lose momentum and falter. Institutionalization, on the other hand, encompasses the actions surrounding keeping changes that are effective in place after sustainability. It is defined as the process of initiating, executing, and managing change for the appropriate length of time. Institutionalization should happen when a company can identify changes that result in higher levels of competitive advantage.


According to Ulrich, competency can be defined as the ability to add value to the business, which is competence, must focus on the process leading from changing business conditions to achieving sustainable competitive advantage. Based on this article, there are several competency skills that human...

References: Change management and Organizational Effectiveness for the HR professionals. (n.d.).Retrieved September 29, 2014, from Cornell HR Review:
Palmer, I. (2009). Managing Change in Organization. Singapore:McGraw-Hill Companies.
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