Employee Change Initiatives Paper

Procurement of Employee Skills to Meet Change Initiative Change initiatives are an important part of organizational culture as globalization trends, technological advances, and employee diversity expand business horizons (Ulrich, Brockbank, Johnson, & Younger, 2007). However, in order for change initiatives to be successful, an organization needs to provide employees with the necessary training and development to carry out and sustain the change. Each facet of the organization plays an important role in the process, including human resources, leadership, and peers. This paper will investigate various aspects of proposed organizational change in conjunction with procurement of employee skills as applied by HCL technologies. Historically, individuals

Kamins (2014) describes four strategies for maintaining change. Reinforcement inclusive of providing coaching to those individuals who are struggling and opportunities for participants to share successful experiences. Also, participants must be held accountable for information gleaned through training. This accountability may transpire through a 60-90 post training evaluation and by including new expectations in performance review goals. Without accountability, an organization risks individuals forming the opinion the organization is not serious about the change. And, as a result, the individuals revert back to prior methods. Another technique for sustaining change is to address change barriers such as staffing problems, unrealistic workload, and lack of necessary resources. Lastly, managers and employees should be a part of the overall solution process (Kamins,

Employees must feel a sense of support from HR during the change process. In addition, reflective assessments of performance which highlight an individual’s weaknesses, offer an opportunity to capitalize on needed improvements and to promote overall organizational stability. And, training, albeit virtually or in-person, offers employee empowerment and support throughout the process by promoting control of knowledge, information, and peer support. These skills must then be nurtured through ongoing evaluations, conversations, and identified expectations as change transpires. HCL Technologies demonstrates one example of an organization willing to take risks under the guise of change through daring new leadership. While challenges remained, the organization successfully procured a new attitude towards employee development, change initiatives, and the role of