Whether this involves devolving responsibility to line managers, changing the organisation's approach to talent management or introducing a new HR management system, most HR departments will be required to implement a change at some point. Our good practice guidance sets out a process for effecting a change, from establishing the business case for the change to evaluating its impact.
Good practice guidance on managing an HR change, including building a business case for the change, planning the change, communicating the change to the workforce, and evaluating the change.
Our research finds that recent major change programmes have helped increase profits at just one in four organisations. Employers have been hampered mostly by employee resistance and difficult economic conditions.
Our research finds that a lack of in-house change management expertise was an issue for six in 10 employers during their most recent change programmes.
Our research finds that HR professionals want to be involved as early as possible in organisational change, so they can influence the way change is managed, minimise the negative impact on employees, and improve success rates of such programmes.
Employers are aware of the importance of communicating during periods of change, and four in 10 say they have changed their approach to employee communications as a result of difficult economic circumstances, finds the IRS 2010 survey on internal communications.
HR and legal information and guidance relating to change management.