The Problem Overview

Manpower Group is a leading recruitment organisation which is now facing challenges because of its outdated operational methods. The organisation operates on a paper-based bookkeeping and record management system. These methods are slow, incur errors and are inefficient in nature. Based on our analysis, we were enlightened that the competitors are attaining a superior competitive advantage by astutely operating on automated software, which procures them efficiency, accuracy and data accuracy. Thus, we intend to implement a transformation in the organisation's operational methods to help them achieve their goal of attaining the top stop In the recruitment sector.

Interventions Designed to Resolve Problem

To efficiently address the problem we intend to enlighten the employees on the animosity of the situation and the necessity of change. We intend to introduce modern automated software for an accurate and fast data entry system. Assessment and hiring of competent individuals to analyse and operate the new introduction will play an integral part in the change process. However, we also intend to launch a training and development camp, where employees can understand and feel comfortable with operation of new software. Furthermore, A special team will be allocated to make sure the process of comprehensive data migration is completed precisely and efficiently. We ensure the provide ongoing performance monitoring KPI to support the smooth operations of the organisation.

Stakeholder Analysis and Communication Strategies

Internal Stakeholders:

Employees: Based on our analysis we were enlightened that employees will be the most affected entity by the introduction because of this change. We intend to face resistance from employees, However, we will emphasise on the animosity of the situation and the need for change. Furthermore, we intend to provide employees with training and development opportunities by introducing training camps, which will help them to understand and attain compatibility and confidence with the operation of new software.

Management: Management is always an integral part of the organisation. Throughout this change process, we intend to promote crystal conversation between Management, Employees and the Board. We will make sure to provide regular updates and involve management in the decision-making process throughout the course.

IT Department: The IT Department will be provided with the ultimate freedom to analyse, test and evaluate the most compatible software based on our operations. Time Leniency and special perks will be given to IT Department as they would be bearing the utmost pressure.

External Stake Holders:

The efficient and effective management of stake holders and their requirements has been proven essential for business success (Waris, M. et al. 2022). Based on our analysis the external stakeholders include The Clients and Software Vendors. We will make sure to ensure our clients that, the introduction of new operational methods will bear us fruits for the long term. The Clients will all be notified about the changes and developments encountered throughout the process. The software vendors will be assured that collaborating with the organisation would be an astute decision as our organisation is one of the leading firms in the industry, and aligning their name with ours will bring them goodwill and brand recognition for their own good. We will make sure to promote a healthy relationship between, both the parties The Clients and The Software vendor.

Communication Strategy

Communication plays an integral role throughout the change process. Unclear communication will lead to failures and barriers to success. Formal and informal communication techniques in change are highly recognised(Shulga, L. V. 2021) following are the key communication strategies we intend to implement throughout our change process

We will make sure to promote clear and dialogic communication between all entities of the organisation.

Regular meetings and updates will be keynotes throughout the process.

An anonymous feedback section will be introduced in the organisation, where employees and the management team can drop notes and share ideas and suggestions for the change.

A clear and specific milestones and KPIs will be introduced to be achieved within the specific time frame as the time calls for change as, slacking on speed and accuracy will cause hindrance and failure to the organisation.

A dialogic communication style will be the core element of our communication strategy, as this will promote a healthy and collaborative working environment.

Ethical, Responsible Change Management and Resistance to Change

Ethical and Responsible Change Management

The Manpower Group is an organisation established in 1984, based on strong core values and ethics. The organisation still operates and highly values its fundamental thoughts and its belief system. This transformation change will be embedded and based on the same principles and values. We will make sure to make sure to emphasise on the ethical considerations as a paramount to the change and this will ensure transparency and trust throughout the change process. Efficient and effective change is essential for any organisation to succeed (Payne, D. et al. 2023). Therefore, The organisation will make sure to work within the guidelines, policy and procedures every move will be systematically documented. The organization will make sure to avoid any such actions and activities which can potentially result in a data breach.

Resistance to Change

Based on our analysis we expect a level of resistance to the change. It is natural for any organization to face such challenges to introduce and implement change, as it naturally causes discomfort and a raises a question of confidence among employees In the organisation. The change context is more over external to the receiver, which is highly influenced by the physical and psychological setting where the change is implemented (Sverdlik, N. & Oreg, S. 2023) However, we will make sure the employees have our full support and we work as a team throughout the change process. The organisation has advised the IT Department and the Management to make a collation by which they can amend and recommend an effective training programme for the employees, which will make sure that employees are well educated, trained and supported.

Furthermore, the organisation is expecting resignations from some employees. Therefore, we intend to launch a recruitment programme which will help us to assess and find compatible and skilled individuals who are skilled and hold past experience of operating on automated software.

Action Time Frame and Milestone

Above is the precise view of days and months segregated for each activity to implement the change in the organisation. We intend to segregate tasks on the basis of 5 different phases.

Phase 1

Phase 2

The phase 2 rolls around from Month 3 to Month 4. This the phase where we emphasise on IT department, as introduction of new software requires strong IT intervention. Moreover, We Inted to launch an IT recruitment programme as our analysis informed us that we need more skilled IT individuals to lead and manage the change. We also introduce training and development programmes, where we schedule training curriculums which will help employees to attain confidence and compatibility with the software.

Phase 3

Phase 4

Phase 5

This is the final phase which rolls around for Month 9. Where we emphasise on evaluation and feedback. We conduct a comprehensive review and follow an anonymous feedback policy, where the employees can feel free to share their experiences and feedback. We would also distribute survey pamphlets to our employees and stakeholders to gain their perspective and experience with change, as both these entities are crucial for the organisation's success.

Sustainability

We intend to ensure the sustainability of our change by fostering and emphasising on a culture of continuous improvement and advancement. Many studies enlightened that organisations which promote innovation and research and development have successfully attained the benefits of change and sustainability (Ha, H. 2014). Thus, we would allocate a special R&D team to analyse and pre-judge the upcoming changes and trends. Furthermore, we would also focus on employee development and feedback as no organisation can function without competent employees. Therefore, we will timely introduce new training and development programs which will help our employees to gather necessary education to perform and satisfy our KPI requirements.

As this is a transformation change for the organisation and this change aligns with our long term goal requirements, we are assured of the stickability factor in our change. We intend to focus on smooth operation. However, because of the flexible nature of the organisation, the organisation is ready for a change if required.

Evaluation of the Change Process

Conclusion

Implementing a change in an organisation is a challenging task. However, understanding the animosity of the situation, the Manpower group aims to increment a transformational change in the organisation. Through astute planning, ethical considerations and continuous evaluation, the organisation intends to swiftly incur a seamless change in their major operation sector. This much-needed change will help the organisation to attain its goal of being the top recruitment organisation in the country.

REFERENCES

Sverdlik, N. & Oreg, S. (2023) Beyond the individuallevel conceptualization of dispositional resistance to change: Multilevel effects on the response to organizational change. Journal of organizational behavior. [Online] 44 (7), 10661077.

Payne, D. et al. (2023) The Values Change Management Cycle: Ethical Change Management. Journal of business ethics. [Online] 188 (3), 429440.

Shulga, L. V. (2021) Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender. Cornell hospitality quarterly. [Online] 62 (4), 498515.

Waris, M. et al. (2022) Stakeholder Management in Public Sector Infrastructure Projects. Journal of Engineering, Project, and Production Management. [Online] 12 (3), 188201.

Ha, H. (2014) Change management for sustainability. First edition. New York, New York (222 East 46th Street, New York, NY 10017): Business Expert Press.

Parmenter, D. (2020) Key performance indicators: developing, implementing, and using winning KPIs. Fourth edition. Hoboken, New Jersey: John Wiley & Sons, Inc.