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PMO – Behavioral Change in HR

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Every project has some component of change. Especially in HR changes, an organization might be deploying changes to how HR practitioners, employees, or managers experience process or service delivery. In many cases, multiple populations experience changes of many varieties. As I’ve mentioned before, change management is not training on new systems and processes. That’s called … “training.” Change management is about changing behaviors exhibited by the selected populations to increase adoption rates as quickly and efficiently as possible.

Behavioral change happens in HR from a variety of changes.

  • Redefinition of roles such as with decentralized generalists
  • Changing to shared services models
  • Outsourcing certain individual’s functions
  • Restructuring processes such as performance management
  • Restructuring technology like deploying manager self service (and removing process from HR)

HR has traditionally been somewhat resistant to change. Early perceptions that HR was about the “employee as customer” didn’t gel well with visions of the HR impact on profitability, and these barriers still exist today, within HR and in management levels.

When managing change within the HR department, there are many considerations:

  • Understanding the changes in skills and competencies needed in the organization
  • Retooling or replacing the employees to fit the new model
  • Mitigating loss of goodwill from staff reductions
  • Conveying the organizational strategy and how the new processes fit
  • Building excitement and acceptance within the department
  • Creating quick adoption to the new system or process

These are just a few of the many challenges you’ll have in changing your HR organization. We’ll tackle these subjects next week.

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2 responses to “PMO – Behavioral Change in HR”

  1. PMO – Behavioral Change in HR June 23, 2006 on 2:00 am | by Systematic HR Every project has some component of change. Especially in HR changes, an organization might be deploying changes to how HR practitioners, employees, or managers experience process or service delivery. In

  2. Anna Avatar

    For HR specifically I believe people rush to get HR to implement the process. To help, you need to start with making sure that each person understands the reason for change, how this will help the company vision and what is “in it for me” as a HR professional. Normally this is easy to describe as it is fantastic development. HR will be one of the ley facitlitators so spend time up front making sure each HR person is fully committed and understand how they, as an individual , will contribute to the achievement of the company vision. Too often companies forget to do this, HR is seen as a deliverer of a project rather than as individuals who have needs themselves?