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CONSULTING, The Consultation Behavioral Competency is defined as: The…

- - - - Step 1: Identify programs, practices, and policies that might benefit from change
      - Step 2: Identify the impact of the change on people and departments, which may include gaps in skills, lines of communication to be opened, and new policies that may be required
      - Step 3: Assess the impact of changes across the organization and also on outside stakeholders—the "ripple effect" hiệu ứng gợn sóng - dồn dập liên tục, lớp này lớp khác of change
      - Step 4: Consult with the organization’s leaders on ways to support the change initiative, including changes in organizational culture (for example, different approaches to decision making), new processes (for example, reward systems aligned with the new behaviors), and investment in learning and development to support employees as they develop new competencies to perform their changed roles
      - Step 5: Use communication skills and channels to contact all affected stakeholders quickly and uniformly, communicate the details of the change initiative, and keep them apprised of developments and progress
      - Step 6: Measure the effectiveness of the change initiativ
      - Step 7: Track issues that arise at any point and follow up to deliver superior service to HR’s internal customers
  - - - WHO RESISTING CHANGE => NEEDS
        :check: make a special effort to listen to their fears and doubts, to check in frequently, and to offer additional resources to help them adapt to new processes or structures
        :check:emphasize the benefits that outweigh the costs of change
        :check: emphasize new expectations and the employee’s obligation to meet them.
      - WHO WELCOME TO CHANGE because they can immediately see the benefits
        :check: communicating their reasons and their enthusiasm to their peers.
      - OTHER may simply be waiting for more information to decide how they feel
        :check: may have to sell the potential benefits—both organizational and personal—of the change
        :check: can also assign them tasks or roles to increase the level of their involvement in the process.
    - - Leaders have to be able to gather reliable feedback about how employees feel about the change
        
        In some cultures, employees will be reluctant to share personal feelings or to display any doubts or discontent to someone higher in stature tầm vóc
        
        Managers from outside cultures should turn to a trusted insider, someone from that culture or someone who understands both the management and the local cultures, for advice on how to “read” and communicate with these employee groups.
      - Organizational culture may affect successful implementation of change as well.
        
        employees resisting the change because of certain new roles, redundancy, and responsibilities.
        
        The failure of the proposed change could be predicted once the limitations of the organization’s culture were understood.
  - - - What is the nature of the change?
      - What is the expected duration?
      - What key milestones are associated with the change?
      - Where is the organization in the change process?
      - Who will have primary responsibility for implementing the change?
      - What language and cultural factors will impact the change?
      - What role will HR play in implementing the change?
      - What fears might people have about the change?
      - How much resistance is anticipated? From whom?
      - How will the organization deal with the temporary drop in productivity that may result from the change?
      - What benchmarks will be established?
      - How will local interests and needs be gathered and considered during change planning and implementation?
    - - SHARED PURPOSE
        If people believe in the overall purpose of and reason for the change, or buy in to the objectives of the change initiative, they will make a legitimate effort to change themselves.
      - REINFORCED SYSTEM
        Structures, management processes and encouragement, measurement, communication, and other critical support factors must be present and congruent phù hợp with the desired change initiative.
      - SKILLS REQUIRE FOR CHANGE
        While this need may seem obvious, it is often overlooked. Training is a much more efficient and effective method than trial and error for equipping people with the knowledge and skills to be successful.
      - CONSISTENT ROLE MODELS
        The presence of a role model within an individual employee’s sphere of influence makes change real and demonstrates, in real time, that change is possible
  - - - STEP 1: UNFREEZING the current state
        
        Purpose: get people to accept that the change will occur.
        
        Reducing factors that work against change is critical at this stage
      - STEP 2: MOVING toward the new state
        
        focus is on getting people to accept the new, desired state
      - STEP 3: REFREEING the new state
        
        one the changed has been implemented & generally accepted, the focus should be on making the new idea a regular part of the org.
    - - STYLE
        The organization’s culture and the informal rules of the organization
      - SKILLS
        The institutional and individual skills the organization can call on and how they interact with each other. A change in recent years has been to consider what skills the organization should have and what customers and suppliers can provide to the organization.
      - SYSTEMS
        The processes of the company, including HR systems.
      - STRUCTURE
        The relationships between different levels of authority and decision making within the organization.
      - STAFF
        The people who make up the organization, workforce composition, and the people who might be needed by the organization
      - STRATEGY
        What the organization is trying to do to gain a competitive advantage
      - SHARED VALUE
        What the organization is trying to achieve, sometimes referred to as superordinate goals. These values should be reinforced throughout the organization.
    - - PHASE 1: CREATING A CLIMATE FOR CHANGE
        
        Step 1: Create a sense of urgency.
        
        Step 2: Assemble a strong guiding team (create a coalition)
        
        Step 3: Provide a clear vision (develop vision & strategy)
      - PHASE 2: ENGAGING & ENABLING the whole org.
        
        Step 4: Communicate the vision (Over-communicate)
        
        Step 5: Empower action
        
        Step 6: Ensure short-term successes (Get quick wins)
      - PHASE 3: IMPLEMENTING & SUSTAINING change
        
        Step 7: Sustain progress and build on achievements (leverage wins to drive change)
        
        Step 8: Embed in culture (Institutionalize)
    - - THE WHAT - follow Lewin's step
        Current state (Unfreeze) => Transition State (Move) => New state (Refreeze)
      - THE HOW - Implement Kotter's Techiniques