All criteria attached
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Diagnosing Change
Pamela Hines
Dr. Obioma Iwuanyanwu
Strayer University
Managing Organizational Change
January 30, 2023
Describe the company in terms of industry, size, number of employees, and history.
First Independence Bank (FIB) is a community bank that operates in the financial services industry. It is a relatively small bank, with the size and number of employees varying depending on the specific location. However, the bank has a long history of serving the communities in which it operates. As a community bank, FIB provides a wide range of banking products and services to individuals, families and small businesses. These products and services include personal and business checking and savings accounts, loans, and other financial products (First Independence Bank, 2022). The bank is focused on providing personalized and attentive service and is committed to building long-term relationships with its customers.
FIB is also committed to supporting and investing in the communities it serves. The bank is involved in many local community initiatives, such as supporting local schools, charities, and non-profit organizations. This is a major part of the bank’s mission to serve the financial needs of the communities in which it operates. In terms of history, FIB is a relatively old bank. The financial institution has been serving the communities for several decades. The bank is one of the most respected and established minority owned banks in the region. From my experience, many of the mega churches made up an abundant amount of its’ customer base. Also, some of their iconic customers gave seed money to get them started and helped to establish them in the Detroit community. Examples are Aretha Franklin and Rosa Parks to name a few. FIB has been providing reliable and quality service to their customers for many years. The bank’s reputation for providing excellent customer service and support has helped it to institute a loyal customer base over the years.
FIB’s size and number of employees may vary depending on the specific location and/or department. However, the bank is known for its commitment to hiring and developing talented and dedicated employees who share the bank’s values and mission. The bank is also committed to providing its employees with opportunities for growth and development, both professionally and personally.
Analyse in detail the current HR practice, policy, process, or procedure that you believe should be changed.
At First Independence Bank (FIB), the current HR practice that should be changed is the recruitment process, onboarding, training, and performance evaluation. The recruitment process at First Independence Bank is not effective in bringing in top talent as it relies heavily on referrals and networking while neglecting other sources of potential candidates. Job postings are often outdated or incomplete and do not include detailed job descriptions nor qualifications, thus deterring potential applicants (Griffin Bennett, & York, 2020). In addition, a lack of sufficient marketing and outreach limits the number of qualified candidates. To improve the recruitment process, FIB should implement more targeted recruiting strategies, tap into online recruiting sites, reach out to universities and other job search channels, use social media sources, and create detailed job listings that make clear the specific requirements and properties of each position.
FIB’s onboarding process should be strengthened in order to ensure a positive and successful employee experience. Currently, there is little to no focus on new hire orientation and onboarding, leaving new hires feeling overwhelmed and confused about their roles. FIB should create more comprehensive onboarding programs for new hires, including orientations and informative sessions about the company, its culture, and how to succeed in the role (Griffin Bennett, & York, 2020). Such programs should include thorough training on the organization’s policies, processes, and technologies. Furthermore, regular check-ins should be conducted to gauge new hire’s progress and provide further guidance or resources when needed.
The training programs at the institution need to be updated in order to ensure that employees are kept up to date on the latest industry trends and changes. Currently, the training process is ad-hoc, with employees having limited access to industry specific courses and resources. FIB should develop more comprehensive training plans for staff that ensure that each employee is receiving the necessary education to continue to contribute meaningfully to the organization. This strategy should include both technical and soft skills training, as well as various interactive activities to allow workers to better understand the organization’s goals and objectives. Additionally, FIB should extend access to external sources such as seminars, conferences, and webinars to help personnel stay informed on the latest industry news and innovations.
The performance evaluation system needs to be revised in order to better assess performance and make sure teams are rewarded for any exceptional work. Currently, the performance evaluation process is a once-a-year review that does not provide meaningful feedback and lacks any real guidance on what areas employees can improve upon. FIB should implement more frequent, one-on-one conversations or informal performance reviews with consistent periodic feedback in order to ensure that employees are on track with their goals. Additionally, a rewards system should be put in place that acknowledges and rewards superior performance on a more frequent basis (Griffin Bennett, & York, 2020). With consistent feedback and recognition, team members will have a better understanding of their roles and responsibilities, leading to more engaged and productive employees.
Formulate three valid reasons for the proposed change based on current change management theories.
Based on current change management theories, there are three valid reasons for the proposed changes at First Independence Bank (FIB). First, a more structured recruitment process will help FIB to find quality candidates that better fit its organizational goals. Currently, FIB relies heavily on referrals and networking, while neglecting other sources of potential employees, leaving out a large pool of potential hires. A structured recruitment process will ensure that the company is able to seek candidates from multiple sources and reach a larger, more diverse set of potential employees (Hayes, 2022).
Second, revamping the onboarding process will aid in introducing new hires to the company’s culture and mission, leading to greater job satisfaction and engagement. Currently, the onboarding process is weak and leaves new hires feeling overwhelmed and confused (Smith, Skinner, & Read, 2020). With a more comprehensive onboarding program, such as orientation and informative sessions, new hires will better understand the organization’s mission, policies, processes, and technologies and work towards that common goal. Furthermore, regular check-ins should be conducted to provide further guidance and resources when needed.
Third, updating the training programs will provide employees with the necessary knowledge and skills to stay competitive in the industry and make meaningful contributions to the organization. Currently, the training process is ad-hoc, with employees having limited access to industry specific courses and resources. By developing comprehensive training plans, the team will be given the opportunity to learn the latest trends and gain skills that will equip them to succeed in their roles and the ever-changing work environment (Smith, Skinner, & Read, 2020). Furthermore, by providing personnel with access to external sources such as roundtables, discussions, and webinars, they will stay abreast of the latest industry innovations and be able to apply that knowledge to their role.
Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools that you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
When it comes to determining an organization’s readiness for change, two diagnostic tools that can be used to assess First Independence Bank (FIB) are the Change Readiness Index and surveys. Both tools can provide valuable insight into the organization’s current state and offer a way to measure the success of any changes being implemented. The Change Readiness Index is a tool that measures an organization’s capability to successfully implement changes. This index looks at multiple criteria such as organizational structure, culture, communication channels, leadership and decision-making, processes and technology, and more, in order to gain a holistic view of the organization’s current state (Yoon, 2017). The index then uses this information to assess the organization’s readiness for change by providing a score and pinpointing the areas where improvements can be made in order to ensure successful change management.
Surveys are another effective tool for diagnosing organizational readiness for change. Surveys can capture insights from employees on the current condition of the organization, including their overall satisfaction with the current practices, what areas need improvement, and any ideas for how to get the organization ready for change (Yoon, 2017). While surveys cannot measure an organization’s actual readiness, they can provide valuable information on what employees think needs to happen in order to ensure successful change management.
Both the Change Readiness Index and surveys can provide invaluable information to help FIB determine if it is indeed ready for change. The Change Readiness Index provides a holistic view of the organization’s current capabilities and gives an objective assessment of its readiness for change, while surveys provide insights into the opinions of employees, who are often the ones most affected by any changes that take place (Yoon, 2017). With these tools, FIB can gain a clearer understanding of its current state, identify any areas that need improvement, and then make informed decisions on what changes to implement.
Using one of the diagnostic tools you selected, assess the organization’s readiness for change: Provide results of the diagnostic analysis. Explain the results.
The diagnostic tool that can be used to assess First Independence Bank (FIB)’s readiness for change is the Change Readiness Index. This tool looks at multiple criteria such as organizational structure, values, message passages, procedures and technology, and more in order to gain a holistic view of the organization’s current state and determine its readiness for change.
The results of the analysis showed that FIB was moderately ready for change, with a total score of 75%. In terms of organizational structure, the index revealed that overall decision-making was centralized with too many layers, leading to slow decision-making and difficulty in adapting to changing conditions. The company’s culture was also found to be highly hierarchical, with limited employee involvement in decision-making. Furthermore, the current communication channels were found to be inadequate as there was limited access to critical data and information which led to disconnect between teams and departments. Lastly, while the processes and technologies were found to be up to date, they lacked flexibility which hindered their ability to accommodate changes quickly.
The results of the analysis show that while FIB has some capabilities to implement changes, it needs to improve in certain areas in order to ensure the success of any change management initiatives. Specifically, the corporation should focus on improving its organizational structure to allow for greater decentralization, increasing employee involvement in decision-making, strengthening its communication channels, and making its methods and technologies more flexible. By taking these steps, FIB can enhance its capabilities in order to ensure the successful implementation of any changes.
References
First Independence Bank. (2022, January 11).
About us: First Independence Bank. First Independence Bank |. Retrieved January 13, 2023, from
https://www.firstindependence.com/about/presidents-message/
Griffin, K., Bennett, J., & York, T. (2020). Leveraging promising practices: Improving the recruitment, hiring, and retention of diverse & inclusive faculty.
Hayes, J. (2022).
The theory and practice of change management. Bloomsbury Publishing.
Smith, A. C., Skinner, J., & Read, D. (2020).
Philosophies of organizational change: perspectives, models and theories for managing change. Edward Elgar Publishing.
Yoon, H. J. (2017). Diagnostic models following open systems. In
Assessment and Diagnosis for Organization Development (pp. 53-78). Productivity Press.
Selecting a Company
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Managing Organizational Change
1/16/2023
Selecting a Company
Introduction
First Independence Bank (FIB) is a community development financial institution and a minority-owned bank based in Detroit, Michigan. Founded in 1970, First Independence Bank provides a full range of banking and financial services to individuals, families, and businesses in the Detroit metropolitan area (First Independence Bank, 2022). As a leader in community development banking, FIB is committed to providing financial products and services in a socially responsible manner that promotes economic development and promotes financial literacy. The mission of FIB is to foster economic self-sufficiency and wealth in the communities it serves by providing access to capital and financial services.
Assessment of Current Human Resource Programs, Policies, Procedures, and Initiatives
FIB has a strong focus on providing excellent customer service and a commitment to meeting the needs of its clients, employees, and the community. FIB’s human resources department is responsible for developing and employing policies, procedures, and initiatives related to recruiting, hiring, training, and employee relations. FIB has a comprehensive human resources manual which outlines its policies and procedures. In addition, FIB offers a comprehensive benefits package, including health, dental, and vision insurance, as well as a 401(k) plan (First Independence Bank, 2022). FIB’s human resources department is also responsible for developing and maintaining employee engagement and development programs. These curricula include professional development courses and workshops, career coaching, and mentorship programs.
FIB is dedicated to cultivating a workplace that is diverse and inclusive. To support this goal, the bank offers diversity and inclusion training for both management and staff and is invested in promoting a culture of respect and inclusion. The bank has instigated an Affirmative Action Plan, which outlines its commitment to equal opportunity and non-discrimination in employment. FIB is committed to creating a safe and equitable work environment for all its employees, regardless of race, gender, age, sexual orientation, ethnicity, or disability. Additionally, FIB encourages the development of individual capabilities and seeks to create an atmosphere of trust and collaboration among its diverse workforces. By actively supporting and promoting diversity within the workplace, FIB recognizes the pertinence of embracing differences and celebrating individual strengths. The bank is committed to promoting a diverse and inclusive workplace that fosters respect, growth, and collaboration.
Hypothesize the Changes that Require Improvement
FIB’s current human resources curriculums, policies, procedures, and initiatives are effective; however, there is opportunity for development. One area that could benefit from improvement is the bank’s recruitment and retention strategy. FIB is one of the only black-owned banks in the Detroit area. Its’ employee base is made up of almost all African Americans. FIB should consider implementing a diversity and inclusion recruitment strategy, which would focus on recruiting and retaining talented individuals from diverse backgrounds. This could include recruiting at job fairs and other events that target underrepresented groups, as well as diversifying the pool of job candidates (Griffin, et al., 2020). Additionally, FIB should contemplate fulfilling initiatives that promote retention, such as offering flexible work arrangements, more generous leaves of absence, more attractive vacation policies, and the creation of a mentorship program.
FIB should also consider revising its’ policies and procedures related to employee engagement and development. Currently, FIB’s strategies regarding employee engagement are limited to professional development courses and workshops, career coaching, and mentorship programs. However, FIB should consider offering additional initiatives, such as team building activities, employee recognition programs, and leadership development programs. These initiatives would help to foster a culture of engagement and collaboration, and would promote employee satisfaction and loyalty (Chanana, 2021).
Conclusion
In conclusion, First Independence Bank’s current human resources programs, procedures, processes, and initiatives are effective; however, there is room for enhancement. FIB should ponder executing a diversity and inclusion recruitment strategy, as well as initiatives that promote employee engagement and development. These changes would help to nurture a culture of respect and inclusion and would promote employee gratification and allegiance. With these changes, FIB would be better positioned to attract and retain talented individuals from diverse backgrounds, and to promote economic development and financial literacy in the communities it serves.
References
First Independence Bank. (2022, January 11).
About us: First Independence Bank. First Independence Bank |. Retrieved January 6, 2023, from https://www.firstindependence.com/about/presidents-message/
Griffin, K., Bennett, J., & York, T. (2020). Leveraging promising practices: Improving the recruitment, hiring, and retention of diverse & inclusive faculty.
Chanana, N. (2021). Employee engagement practices during COVID‐19 lockdown.
Journal of public affairs, 21(4), e2508.
Change Management Plan
Introduction
In this assignment, you will combine the previous four assignments into a proposal that you could present to the executive leadership and board members. You will argue the value of the change management plan to the overall success of the organization. Add to your previous submissions a plan for sustaining the change in the long run.
Instructions
Write a 7–11-page paper in which you:
Section I: Organization: Describe the organization and comment on the HR change that the organization should make. Utilize effective diagnostic tools to assess the organization’s ability to change. Support assertions with theoretical evidence.
Describe the company in terms of industry, size, number of employees, and history.
Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
Formulate three valid reasons for the proposed change based on current change management theories.
Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
Using one of the diagnostic tools you selected, assess the organization’s readiness for change.
· Provide results of the diagnostic analysis
· Explain the results
· Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.
Section II: Kotter Change Plan: Utilizing the Kotter eight-step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement.
Ascertain how each of the steps applies to your specific organization.
Develop a strategy that illustrates how you would address each of the eight stages of change:
1. Establishing a sense of urgency.
2. Creating a coalition.
3. Developing vision and strategy.
4. Communicating the vision.
5. Empowering broad-based action.
6. Generating short-term wins.
7. Consolidating gains and producing more change.
8. Anchoring new approaches into the culture.
Section III: Resistance and Communication: Research methods of minimizing resistance to change and create a plan to address resistance within your change management initiative.
· Diagnose the reasons for resistance to change.
· Interpret the potential causes of resistance in the organization. Identify and describe three potential causes of resistance to your change plan. Identify and describe three potential sources of resistance to your change plan.
· Create a plan for minimizing possible resistance to your change management plan.
· Elaborate on the relationship between resistance to change and communication.
· Evaluate three communication strategies.
· Recommend one communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.
· Create a solid communication plan for your change initiative.
Section IV: Sustaining Change: Research methods of sustaining change in organizations and create a plan for sustaining proposed change.
· Recommend two strategies for sustaining change:
· Diagnose the two theories from a scholarly perspective
· Evaluate why the strategies selected are viable for the organization
Section V: Presentation: Create a visually appealing and informative presentation espousing the importance of the change management plan you developed.
Create a 10–15 slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria:
Be creative in your design so that is appealing to others.
Ensure that all of the major points of the plan are covered.
Create bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint. Note: You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication.
Use a professional technically written style to graphically convey the information.
Section VI: References: Utilize good scholarly research skills and writing skills to develop a solid change plan and presentation.
Use at least 11 quality academic resources in this assignment.
Rubric: Change Management Plan
Resubmit Week 4 assignment with professor feedback addressed.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 6.375 (3.75%) points
Competent 7.225 (4.25%) points
Exemplary 8.5 (5.00%) points
Resubmit Week 6 assignment with professor feedback addressed.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 6.375 (3.75%) points
Competent 7.225 (4.25%) points
Exemplary 8.5 (5.00%) points
Resubmit Week 8 assignment with professor feedback addressed.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 6.375 (3.75%) points
Competent 7.225 (4.25%) points
Exemplary 8.5 (5.00%) points
Recommend two strategies for sustaining change. Diagnose the two theories from a scholarly perspective.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Recommend two strategies for sustaining change. Evaluate why the strategies selected are viable for the organization.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Create a 10–15 slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Be creative in your design so that is appealing to others.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Ensure that all of the major points of the plan are covered in your PowerPoint presentation.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Created bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Use a professional technically written style to graphically convey the information in your PowerPoint presentation.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Create a video of yourself presenting the PowerPoint presentation to key stakeholders.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
Ten references.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 6.375 (3.75%) points
Competent 7.225 (4.25%) points
Exemplary 8.5 (5.00%) points
Clarity, writing mechanics, and formatting requirements.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 12.75 (7.50%) points
Competent 14.45 (8.50%) points
Exemplary 17 (10.00%) points
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Kotter Change Management Model
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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.
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Resistance & Communication
Pamela Hines
Managing Organizational Change
Strayer University
Dr. Obioma Iwuanyanwu
2/27/2023
Introduction
The First Independent Bank(FIB) is a community bank based in Nevada, established in 1999. With a focus on providing personalized and innovative financial solutions, it offers a wide range of banking services to individuals and businesses. Its commitment to exceptional customer service and community involvement has helped it build a strong reputation in the region (FIB, 2023). However, like most organizations, FIB faces resistance to change, which hinders its progress. This paper seeks to diagnose the level of resistance to change in FIB and create a solid communication plan to minimize resistance to change.
Diagnosis of the Reasons for Resistance to Change
One of the reasons for resistance to change at FIB is the fear of losing control. The organization has been operating in a certain way for a long time, and some stakeholders may fear losing their power and influence in the organization. Another reason for resistance to change is the fear of failure. The organization has been successful in promoting research and knowledge in banking, and some stakeholders may fear that change could jeopardize the organization’s success (Fib, 2023). Lastly, resistance to change in FIB may be due to a lack of knowledge or understanding of the proposed changes. Some stakeholders may not understand the benefits of the proposed changes, and as a result, resist them. A communication plan that involves stakeholders at all stages of the change process, provides relevant information, and addresses concerns and interests can help to create awareness, understanding, and trust, which may reduce resistance to change at FIB.
Potential Causes and Sources of Resistance to the Change Plan
The First Independent Bank (FIB) may face potential causes and sources of resistance to the proposed change plan. Some of the potential causes of resistance to change at FIB may include the organization’s culture, the fear of the unknown, and lack of involvement of stakeholders in the change process. FIB’s culture, which may be deeply rooted, can be a significant cause of resistance to change. Employees and stakeholders may be accustomed to a certain way of doing things and may not be receptive to change. Additionally, stakeholders may fear the unknown, which can cause resistance to change. They may have concerns about the impact of the proposed changes on their roles, responsibilities, and relationships within the organization. The stakeholders may feel like their interests and concerns are not being considered in the change process, which can lead to opposition and resistance. Another source of resistance to the proposed change plan at FIB may be the level of preparedness of the organization.
The organization may lack the necessary resources, capabilities, and competencies to implement the proposed changes effectively. This can lead to stakeholders resisting the change, as they may feel that the proposed changes are unrealistic, impractical, or unachievable. It is important to note that resistance to change is a common phenomenon in most organizations, and FIB is no exception (Lewis, 2019). By identifying potential causes and sources of resistance, the organization can take proactive measures to mitigate resistance to change.
Minimizing Resistance to the Change Management Plan
First, it is vital to identify potential resistance: It is important to identify potential resistance to the change management plan at FIB. This is the step that was missed when I worked there. It seems they were afraid to encourage employee input. This could have been be achieved through surveys, focus groups, or interviews with employees and stakeholders. The insights gained from this exercise would have helped to identify the key areas of resistance and develop strategies to address them. The second way would be to involve stakeholders in the change process to minimize resistance. This can be achieved through regular communication, consultation, and engagement. Stakeholders need to understand the rationale for the proposed changes, the benefits, and how the changes will affect their roles and responsibilities. The third way would be to train and support employees to adapt to the proposed changes. Another way would be to communicate effectively. For example, FIB can use multiple channels of communication, such as town hall meetings, emails, and newsletters, to keep employees and stakeholders informed about the progress of the change process (Hameed et al., 2019). The communication should be regular, transparent, and provide relevant information.
Relationship between Resistance to Change and Communication
Resistance to change and communication are closely related. Effective communication is crucial in minimizing resistance to change. Poor communication can create misunderstandings, fear, and confusion, which may contribute to resistance to change. Effective communication involves engaging stakeholders, providing relevant information, and addressing concerns and interests. This will help to create awareness, understanding, and trust, which may reduce resistance to change. Resistance to change and communication are closely related. Resistance to change can arise when stakeholders do not have the necessary information to understand the change process, the benefits, or how the changes will impact them. Effective communication can help to minimize resistance to change.
Communication strategies that can be used to minimize resistance to change include providing regular updates, involving stakeholders, and addressing concerns. One communication strategy that FIB can use is a town hall meeting. A town hall meeting is an interactive forum where employees and stakeholders can ask questions, raise concerns, and provide feedback. Town hall meetings provide an opportunity to build trust and transparency by addressing concerns and providing relevant information. Another communication strategy that FIB can use is email communication. Email communication can provide regular updates to employees and stakeholders about the progress of the change process. Email communication can be used to provide a summary of the changes, the benefits, and how the changes will impact employees and stakeholders. A third communication strategy that FIB can use is a newsletter. A newsletter can be used to provide updates and relevant information about the change process.
Recommendation
Based on the diagnosis of the organization, a town hall meeting is the recommended communication strategy for FIB. A town hall meeting can create an environment of openness, transparency, and engagement. It provides an opportunity for stakeholders to ask questions, provide feedback, and raise concerns. This strategy can help to address concerns and build support for the change process. The town hall meeting will begin with an opening address by the CEO, followed by a presentation on the proposed changes, the rationale, the benefits, and how the changes will impact employees and stakeholders. This will be followed by a Q&A session where employees and stakeholders can ask questions and provide feedback. The session will be moderated by the change management team to ensure that all concerns are addressed, and all questions are answered. A summary of the town hall meeting will be circulated to employees and stakeholders via email. In conclusion, effective communication is critical to minimize resistance to change. By using a town hall meeting, FIB can create an environment of openness, transparency, and engagement (Jasim et al., 2021). The communication plan should be regular, transparent, and provide relevant information to employees and stakeholders.
References
First Independent Bank. (2023).
Get Started. Home.
https://www.fibmn.com/
Hameed, I., Khan, A. K., Sabharwal, M., Arain, G. A., & Hameed, I. (2019). Managing successful change efforts in the public sector: An employee’s readiness for change perspective.
Review of Public Personnel Administration,
39(3), 398-421.
https://doi.org/10.1177/0734371X17729869
Jasim, M., Khaloo, P., Wadhwa, S., Zhang, A. X., Sarvghad, A., & Mahyar, N. (2021). CommunityClick: Capturing and reporting community feedback from town halls to improve inclusivity.
Proceedings of the ACM on Human-Computer Interaction,
4(CSCW3), 1-32.
https://dl.acm.org/doi/abs/10.1145/3432912
Lewis, L. (2019). Organizational change. In
Origins and traditions of organizational communication (pp. 406-423). Routledge.
https://www.taylorfrancis.com/chapters/edit/10.4324/9780203703625-24/organizational-change-laurie-lewis
McClean, E. J., Burris, E. R., & Detert, J. R. (2013). When does voice lead to exit? It depends on leadership.
Academy of management Journal,
56(2), 525-548.
https://doi.org/10.5465/amj.2011.0041
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