HR and Change Management
An AIHR article outlines how HR teams can align their change-management strategy with the type of transition at hand. It covers seven distinct kinds of change, the corresponding models, HR’s role, key strategies, and five implementation phases. The article also positions continuous change management as the new normal for HR, given the steady introduction of AI and automation. Citing Gartner research, it says companies where change is embedded in everyday work are three times more likely to see healthy change adoption. The seven change types are:
- organizational
- technological
- transformational
- incremental
- corrective
- developmental
- people-centric
Each type calls for a different management approach, which is why so many models exist.
Change-Management Frameworks
Among the models discussed are Kurt Lewin’s approach from the 1940s, with its unfreeze, change, and refreeze stages; Jeff Hiatt’s ADKAR model, which covers awareness, desire, knowledge, ability, and reinforcement; and the eight-step framework developed by Harvard professor John Kotter. Other tools mentioned include Kaizen, McKinsey 7-S, William Bridges’ transition model, and the Kübler-Ross change curve. That curve is based on Elisabeth Kübler-Ross’s grief model and includes denial, anger, bargaining, depression, and acceptance.
The article recommends selecting a model based on the type of change: Lewin for organizational changes, ADKAR for technological changes, Kotter for transformational changes, Kaizen for incremental changes, McKinsey 7-S for corrective changes, Bridges for developmental changes, and Kübler-Ross for people-centric changes.
Implementation runs through preparation, planning, execution, support, and evaluation.
HR’s role includes managing communication and feedback, providing training and support, aligning initiatives with company values, and setting up a framework for execution. Expert Laksh Sharma advises: “Start by analyzing what the change is meant to achieve and decide whether it is a small operational adjustment or a major organizational overhaul. Involve key stakeholders early so they can assess the impact and business consequences. Once the rationale is clear, choose the change-management style that fits best.”
Sharma adds: “No single model works in every situation; the right one depends on how employees react. ADKAR, for example, suits teams that need clarity through detailed information and regular updates. Also, gauge people’s practical and emotional capacity before settling on a framework.”
Overall, the article gives HR teams practical guidance for managing change in today’s fast-moving business climate. The choice of model can make a significant difference in how well organizations adapt to new challenges, especially as technology and market conditions shift quickly. Involving employees and stakeholders throughout the process is essential to making change stick.
As the landscape of HR evolves, understanding the anticipated shifts in essential skills becomes crucial. A recent article highlights that nearly 40% of HR competencies are expected to transform by 2030, emphasizing the need for proactive adaptation in the face of these changes. To explore how these skill shifts will impact HR practices and strategies, you can read more about it here.