Report Review and Analysis Outcomes

To ensure a successful strategy is developed to implement change, there must be a process put in place that identifies and evaluates possible change barriers. If the potential problems or change barriers are identified early, it will allow time to develop a tailored change management approach to overcome the barriers and difficulties.

Failure to achieve change in the organisation may be caused by any one of the following:

• Lack of understanding of the change
• Lack of knowledge of the change and its impact
• Lack of communication about the change
• Lack of employee engagement in the past that has led to negative employee attitudes
• Lack of employee involvement in any past change process
• Lack of employee involvement in the current or proposed change process
• Lack of resources or budget to communicate change
• Lack of resources or budget to implement the change
• Lack of management support and commitment to the change
• Negative experiences of previous failed change initiatives
• Lack of skills to implement the required change
• Lack of resources such as staff and equipment required for the change

There are numerous options for managing and overcoming the change that may be relevant to organisation’s culture and may include:

• Improving employee engagement and communication on the proposed changes
• Provide accessible and clear information about the change to all staff
• Provision of information on impact and improvements as a result of the change
• Support employee involvement in the change process

One of the most effective ways of supporting the change is determining the stakeholders that require information, and at which stage of the change, and when and why they require it. You are less likely to face strong resistance to changes if you clearly communicate policy and procedures framework changes to those impacted by the change and provide information on why the changes are taking place. The organisation may have a communication plan in place on how to communicate with all levels of staff across the organisation.

The communication plan may consist of:

• The goals and objectives of the proposed changes of human resources policy and procedures framework, functions and processes
• The rationale, purpose and importance of the changes
• The potential impact on team members and staff
• The support and resources that will be allocated to the changes
• Communicating changes to all staff via various communication channels

It is important to let staff across the organisation know what is going on, and why the changes are proceeding. A clear explanation of why the agreed changes is occurring may include:

• Providing a stronger focus on best practice functions and operational excellence
• Commitment to simplifying processes
• Introduce a process of continuous improvement
• Improving policy and procedures
• Meeting compliance requirements

Communication of the changes to process can be conducted through:

• Internal communication announcements
• Staff meetings and briefings; these can be conducted face-to-face or virtual with other locations
• Written communication to confirm the information and reduce the potential for distortion or confusion
• Emails
• Newsletters
• Develop frequently asked questions and answer sheets for staff
• Training
• Webinars

Ensure that all employees have a clear understanding of what change is going to occur, how it is going to affect them, and when the changes are to be implemented. It is important to develop various strategies for supporting employees through various changes.

Important Readings

Read the following article on change management by Mindtools.com titled “The Four Principles of Change Management: How to Support Change in Your Organisation.”

Read the following article on change management by status. net “16 Essential Change Management Principles You Should Know About.”

Watch the following video on change management by Gavin Wedell titled “What is change management?”

Important Readings

For further information on change management and various change management tools by Gukal Suresh titled “15 Change Management Tools To Effectively Manage Organizational Change.”

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In the module forum, explain, using two examples, different possible change barriers.

Human resources policies set a strategic direction for a particular area and the policy outlines how the organisation must conduct business. The policy and procedure framework establishes a hierarchy, categorises the various policies, and the procedures describe how to undertake various requirements of the policies and lists the required standards. Supporting documentation such as audit checklists and reviews, provide the development steps to be taken and improvement process.

The interpretation and documentation of key findings relating to policy and procedure frameworks cannot be undertaken until the various data is collated and analysed. Once the data is collated and analysed, the process of converting the various pieces of information and findings will need to be documented in a way that makes sense to the reader.

The data must be presented in a way that shows how the investigation has been undertaken, the data and information used, and the key findings after the analysis has been conducted.

There are a number of ways to document the key findings of the analysis and it depends on whether the analysis is based on quantitative data or qualitative investigation. Quantitative data is numeric and involves the use of numbers to describe the issue under investigation.

Qualitative data investigations are usually used to explore the things that appear behind the numbers, often focusses on the answers to the ‘why’ questions and deals with quality. Quantitative data can be documented and presented through graphs, pie charts and other visual representation of data including tables. For example:

The qualitative data and investigation can then help determine the ‘why’ behind the numeric data and provide further clarification and key findings of the data.

In the real world

“Roll On” is a large manufacturer of caravans. Due to an increase in sales, the human resources department has been asked by the CEO to conduct an analysis of employee workloads using both qualitative and quantitative data. The production team are given weekly and monthly targets and the quantitative data can be used both to track employee performance in relation to these targets. It also provides an opportunity to review whether or not targets are realistic. An employee satisfaction survey is also conducted using qualitative data for analysing the more complex workloads and tasks whose completion cannot be easily quantified and where data and information needs to be gathered in relation to the employee’s perceptions of the workloads, satisfaction levels and stress levels.

Important Readings

Read the following article on qualitative and quantitative analysis by shiftcomm.com titled “Understanding Qualitative and Quantitative Analysis.”

For further information on qualitative and quantitative analysis in HR by Ciaran John titled “How Can HR Departments Use Quantitative & Qualitative Data?”

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Once the data has been collated and analysed and the key findings relating to policy and procedure frameworks have been documented, a report on outcomes of the review and analysis must be written. The report should include the various developed recommendations for change and written in a format that suits the organisation.

Each organisation will have different analysis reporting requirements and formats. When developing reports, ensure that the reporting requirements are followed and include any visual presentation of data such as charts, tables and other methods of presenting data.

Some report formats include:

It is important that the report is written to suit the audience and presented in a way that the reader can make sense of the data used. The recommendations that are developed should be presented so that the reader can make the link between the recommendation and the data and analysis findings, and how it will solve the identified issue or problem.

Important Readings

Read the following article on analytical reports by Mike from whatagraph.com titled “How to prepare analytical reports.”

Read the following article on various HR reports by AHRI titled “What is an HR Dashboard & HR Report? Examples, Visuals and a How-To.”

Read the following information on the website that provides various examples of data reports by Sandra Durecevic titled “How To Create Data Reports That Will Skyrocket Your Business Performance.”

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