How HR Leaders Can Drive Strategic Change

This is an edited extract from The Power of HR.

As senior HR leaders, we must understand how to effectively lead and influence change. Our role goes beyond managing HR processes; we are key players in shaping the future direction of our organizations. In fact, according to Gartner research from 2019, there is a key change management principle that we must help our CEOs fully embrace.

“CEOs have a very important role to play in enterprise change, but unless they establish a clear talent strategy aligned to the change, the organization will not move quickly enough to survive.”

Let’s delve into how we can leverage our strategic influence to lead change successfully.

Understanding the role of HR in leading change

WHY HR IS CENTRAL TO CHANGE INITIATIVES

HR is at the heart of any organization because we deal directly with the people who make up the business. Our role gives us a unique vantage point to understand workforce dynamics, organizational culture, and employee engagement. For instance, by regularly conducting employee surveys and feedback sessions, HR can gauge the overall sentiment of the workforce, identify areas of dissatisfaction and pinpoint opportunities for improvement. This deep understanding allows us to craft change initiatives that address the specific needs and concerns of employees, ensuring that changes are relevant and impactful.

Our insight into workforce dynamics positions us as critical drivers of change. We know how different teams and departments interact, where communication breakdowns occur, and how these interactions affect productivity and morale. For example, if a company’s sales and marketing teams are not collaborating effectively, HR can facilitate cross-functional workshops and team-building activities to improve communication and alignment. Additionally, HR’s role in performance management provides valuable data on employee strengths and areas for development, enabling us to design targeted training and development programs that support change initiatives and build the necessary skills within the workforce.

When we lead change, we ensure that it is people-centered, sustainable, and aligned with the organization’s goals. A people-centered approach means considering the human impact of any change and providing support throughout the transition. For instance, during a major technology upgrade, HR can offer training sessions and create resources to help employees adapt to new tools and systems. Sustainability comes from embedding change into the organizational culture, ensuring it is not just a temporary fix but a long-term improvement. By aligning change initiatives with the organization’s strategic goals, such as improving customer satisfaction or increasing market share, HR ensures that these changes contribute to the broader success of the business. This alignment is crucial for gaining leadership support and demonstrating the strategic value of HR-driven change.

HR AS A STRATEGIC PARTNER

To be effective change leaders, we must be seen as strategic partners. This involves aligning our HR strategies with the broader business objectives and demonstrating how HR initiatives contribute to organizational success. By doing so, we can gain the support and trust of leadership and other stakeholders.

I should pause here to interject to answer a question that is probably on your mind: “How do I become a strategic partner when I’ve never been asked to participate in strategic discussions before?” That answer is simple: Build relationships before you’re needed. Leaders work with people they trust. Trust is built by investing in the relationship with your senior leadership team. Get to know their motivations, get to know their families, their personal and professional backgrounds. Whatever it takes to earn the trust of your team. The reality is that influence doesn’t require a job description or place on an organizational chart. Influence is a mutual feeling where both parties trust and believe that what is said benefits all parties. You may not earn influence and trust right away but taking the time to genuinely know your senior leaders will go a long way.

Now let’s discuss a few key strategies for leading change.

Key Strategies for Leading Change

DEVELOPING A CLEAR VISION AND STRATEGY

Change initiatives must start with a clear vision that outlines the desired outcomes and how they align with the organization’s goals. As HR leaders, we need to articulate this vision and develop a strategic plan that includes specific objectives, timelines, and metrics for success. For example, if the goal is to improve organizational agility, our vision might include implementing flexible work arrangements, enhancing employee skills through continuous learning and fostering a culture of innovation.

ENGAGING STAKEHOLDERS

Effective change requires the engagement and support of all stakeholders. This means involving employees at all levels, from senior leadership to frontline staff. Communication is key—clearly explaining the reasons for the change, the benefits, and how it will impact everyone involved. For example, regular town hall meetings, focus groups and feedback sessions can help ensure that everyone is on board and has a voice in the process.

CREATING A CULTURE OF CHANGE

Building a culture that embraces change is essential for long-term success. This involves fostering an environment where continuous improvement is valued and where employees feel empowered to take initiative. As HR leaders, we can promote this culture by recognizing and rewarding innovative thinking and by providing the necessary support and resources for employees to adapt to change. For instance, introducing programs that encourage cross-functional collaboration and innovation can help embed a culture of change.

IMPLEMENTING CHANGE MANAGEMENT PRACTICES

Adopting proven change management practices can significantly increase the likelihood of success. This includes conducting a thorough change impact assessment, developing a detailed implementation plan, and providing training and support to help employees navigate the transition. Utilizing frameworks like Kotter’s Eight Steps for Leading Change can provide a structured approach to managing change. For example, setting up a change management team, creating short-term wins, and anchoring new approaches in the organization’s culture are critical steps in this process.

MONITORING AND MEASURING PROGRESS

Tracking the progress of change initiatives is crucial to ensure they are on the right track and to make necessary adjustments. Establishing key performance indicators (KPIs) and regularly reviewing them helps to measure the impact of change efforts. For example, if the change initiative aims to improve employee engagement, metrics such as engagement survey scores, retention rates and productivity levels can provide valuable insights into the effectiveness of the initiative.

ADDRESSING RESISTANCE

Resistance to change is natural, but it can be managed effectively. Understanding the root causes of resistance and addressing them through clear communication, empathy, and support is essential. Providing platforms for employees to express their concerns and involving them in the change process can help mitigate resistance. For example, setting up a feedback system where employees can share their thoughts and concerns anonymously can provide valuable insights into potential resistance and how to address it.

In summary, leading change requires a clear vision, strategic alignment, stakeholder engagement, a supportive culture, effective change management practices, and continuous monitoring. By leveraging these strategies, HR can play a pivotal role in driving successful change initiatives that align with organizational goals.

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