People issues are some of the most difficult challenges to manage in any organisation. Effective management is a must in providing a systematic and organised framework for the resolution of such issues. However, a more important organisational attribute is leadership. This appeals to the intrinsic qualities of the people that make up the organisation. Change agents should, therefore, be effective managers as they are adept in leading their people through the change process.
Addressing People Issues within the Context of Organisational Change
The management aspect of organisational change that addresses people issues starts with the development of a concrete plan of action. Any plans for addressing people issues in an organisation should undergo a series of steps that will guarantee the sustainability of the proposed changes.
- Recognise the People Issues
The first step is to have a very clear idea of what kind of people issue exists within the organisation. Managers can use a variety of tools for assessing the problem through data collection, analysis, and interpretation. Conceptual models can also provide a framework for assessing the presence of people issues.
- Develop a Relevant Change Diagnosis
The natural result of data collection activities is the formulation of a problem statement that describes the people issue at hand. The change diagnosis forms the backbone of the plan itself. It provides direction for managers to create a plan that addresses the issue.
- Develop a Plan
The plan should address the specific people issue identified and diagnosed. It should have measurable attributes to help in its evaluation later. The plan should also be realistic enough for it to be successful.
- Implement the Change Plan
This stage in the process of managing people issues in an organisation requires the operationalisation of the different interventions identified in the plan of action. Managers should have an active role in the implementation of the different aspects of the plan.
- Review and Evaluate the Plan
Periodic evaluation of the plan is important. Change agents should measure the outcomes against the objectives that were laid out at the beginning of the change planning phase. Managers should be ready to make the necessary modifications in their interventions should the evaluation process reveals that the objectives have not been or have only been partially met.
- Sustain the Change
The effectiveness of the change process hinges on the sustainability of the expected changes. Managers should never go complacent about their role in motivating their people to continue with the program interventions.
The Role of Leadership in Change Management
The second and more important aspect of addressing people issues within the context of organisational change is leadership. Change managers should be able to inspire, motivate, and encourage their people to understand, accept, and embrace change as a necessary tool for continuous improvement. John Hayes identified 7 key roles that leaders of an organisation must play when it comes to change management.
- Sense-making
This involves giving meaning to the collective experiences of everyone in the organisation. It requires a continuous process of retrospective development of concepts that help rationalise the behaviour of people.
- Visioning
Organisational leaders must share with their people their vision of their organisation. It requires the development of a goal that everyone in the organisation can relate to.
- Sense-giving
Leaders can also attempt to change how the people in their respective organisations think. It is a role that is very prominent among leaders in position.
- Aligning
This requires the understanding of leadership responsibilities and personal accountability. These must be aligned with the correct styles of management that can empower people and allow positive change to occur.
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- Enabling
Leaders are expected to empower their people, allowing them to thrive. An enabler’s role is to equip others with the correct mindset to be effective in their tasks.
- Supporting
Leaders must learn how to support the efforts of their people, too. This often requires enlisting different departments or units to help in the promotion of more effective behaviours in the organisation.
- Maintaining and Sustaining Momentum
Organisational leaders should be able to maintain and sustain the momentum of their change efforts. It is not enough that the desired outcome is observed at one point in time. There should be follow-up and continuous reinforcement to make the system work.
Factors that Can Affect the Management of People Issues
People issues always have an impact on organisational outcomes. That is why managers must address these issues to ensure the achievement or positive outcomes and the mitigation of negative outcomes. Three factors can affect how organisations manage people issues.
- Power
This describes the ability of managers and leaders to effect change in their organisations. It involves getting other people to do the thing that managers and leaders want to execute. Some people may not be too keen to the idea of abusive power. Managers must find the balance between encouraging people and making them do what they are supposed to do.
- Politics
Internal politics can have a negative impact on an organisation’s efforts to change. Managers should be able to identify the political dynamics that can have a bearing on organisational change and be ready to address these as needed.
- Stakeholders
Stakeholder sentiment can be another source of concern for change managers. Not every stakeholder may not support the idea of change in the organisation. Communication is key when addressing the concerns of stakeholders.
Role of Managers in Promoting People Change
Managers have two very important roles to play when it comes to promoting change in the people of the organisation. They need to motivate their people and support them as they go through the different stages of the organisational change process.
- Motivator
Motivating people requires creating a more sociable and amiable work environment. Acknowledging people’s achievements and rewarding them for it can also be great ways to motivate employees. Using positive communication and encouraging friendly competition can also help. Becoming a leader that is worth following can also motivate people.
- Supporter
Supporting people is all about showing one’s commitment to helping people grow professionally. Focusing on their learning and encouraging mentoring activities can help provide support for employees. Creating a work-life balance and a comprehensive program for succession planning also help.
Managing people issues in an organisation is not easy. It requires the organised and systematic skills of a manager and the effective guidance of a leader. Only through these two traits can an organisation be successful in implementing the change they want for their people.