Human resources professionals know that change management is a necessity in the age of artificial intelligence (AI) and other advanced technology. As organizations face digital transformation of epic proportions, they are seeking strategies for bringing people along with them, getting leaders to set the tone, ensuring digital adoption and securing processes that endure beyond mere implementation.
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People the world over are traversing transformative times. With this in mind, HR Exchange Network spoke with Graeme Poules, director of Empex Consulting and HREN APAC Advisory Board member, about change management. Discover his experience and takeaways:
HREN: Can you share your experiences with change management in HR implementation projects?
GP: Change management is absolutely crucial in big implementation projects, particularly for HR systems implementations and refreshes. What I've found is that you need clear communication and published artifacts to keep everyone informed throughout the process.
The key is bringing employees along for the journey and effectively selling the "why" behind the changes. People need to understand not just what's changing, but why it matters to them and to the organization. Without this understanding, you'll face resistance that can derail even the best-planned implementations.
HREN: How important is inclusion and communication in the change management process?
GP: Inclusion is vital in both current and future states of any project. You need to involve people from various departments—HR, finance, and other key stakeholders. Change managers should create roles within the business to champion the project, essentially building a network of advocates.
Having these advocates and people of influence helps spread understanding and support throughout the organization. They become your voice on the ground, addressing concerns and reinforcing the benefits of the change. This network approach is much more effective than trying to communicate everything from the top down.
HREN: How do you address fears about advanced technology and AI in change management?
GP: There's understandably a lot of fear around advanced technology and AI, particularly concerns about job loss and privacy. However, it's important to understand the current limitations of AI. Right now, AI mainly compiles and presents existing information rather than creating truly new solutions.
Human creativity and problem-solving skills remain essential in the current stage of AI development. I like to emphasize that AI can actually free people to focus on more interesting and creative tasks while handling the repetitive work. This perspective helps shift the conversation from fear to opportunity.
HREN: What are the biggest challenges in facing constant change in HR?
GP: The overwhelming amount of information available makes it difficult to maintain currency of knowledge. It's simply impossible to keep up with everything, so you need to be strategic.
I advise focusing on core topics relevant to your role and avoiding deep dives into unrelated areas to prevent information overload. Stay current with tools and skills that directly impact your day-to-day work and home settings. Being selective about what you learn and where you invest your time is crucial for managing constant change effectively.
HREN: What are the best practices for change management projects?
GP: First and foremost, involve change management professionals from day one. They need to understand the project thoroughly to communicate changes effectively. Don't make the mistake of thinking change management is something you can tack on at the end.
Maintain regular communication with key stakeholders and business units throughout the project lifecycle. This keeps everyone informed and involved, preventing surprises that can derail implementation.
I've seen too many projects fail because change management was an afterthought. By the time they realized they needed it, it was too late to bring people along effectively. Change management needs to be integrated into the project plan from the beginning.
HREN: How is change management perceived in the Asia Pacific region?
GP: Change management professionals are highly regarded in Asia Pacific. There's a recognition that they play a crucial role in large-scale projects. The region is currently experiencing significant transformations—cost-cutting exercises, organizational restructuring, and major HR and technology implementations.
These changes create a strong demand for skilled change management professionals. When choosing the right people for these roles, I recommend leveraging internal networks and expertise. The right change manager can make the difference between a successful transformation and a failed one.
HREN: What traits make someone good at change management?
GP: Effective change managers can pivot quickly and adapt to new situations. This agility is essential because no change project ever goes exactly according to plan. You need someone who can think on their feet and adjust strategies as needed.
Experience is absolutely crucial—having done it before makes a significant difference. Change management isn't something you can learn purely from books; it requires practical experience and lessons learned from previous implementations.
When looking for change management professionals, use your personal networks and internal expertise. Ask for recommendations and look for people who have successfully managed similar changes in the past. Their track record is the best predictor of future success.
HREN: How should organizations approach the constant technological changes affecting HR?
A: With technological changes happening so rapidly, it's important to stay focused on what matters most to your organization. You can't implement every new technology that comes along, so be selective about what will truly add value.
Involve your team in evaluating new technologies and get their input on what would help them work more effectively. This not only leads to better decisions but also increases buy-in when you do implement changes.
Remember that technology is a tool, not a solution in itself. Always start with the business problem you're trying to solve, then find the appropriate technology to address it.
HREN: How do you measure the success of change management efforts?
A: Success metrics should be established at the beginning of the project. These might include adoption rates of new systems, reduction in support tickets, employee satisfaction scores, or productivity metrics.
Beyond the quantitative measures, look for qualitative indicators like reduced resistance, positive feedback, and the emergence of champions who promote the change without being asked. These are signs that the change is being embraced rather than merely tolerated.
HREN: Any final advice about change management?
GP: Remember that change management is a specialized profession requiring specific skills and experience. Keep change management professionals close and engaged throughout your projects—they shouldn't be consultants who drop in occasionally.
Regular and frequent engagement with these professionals is essential for successful project outcomes. They need to be embedded in the team, understanding the day-to-day challenges and adjusting strategies accordingly.
Finally, recognize that change is emotional for people. Technical solutions alone won't address the human aspects of change. Taking the time to understand and address people's concerns will pay dividends in the long run. The most successful change initiatives balance the technical and human elements effectively.