Mark Zuckerberg, one of the richest billionaires in the world, once publicly said: “The biggest risk is not taking any risk. In a world that is quickly changing, the only strategy that is guaranteed to fail is not taking risks”. In our current day and age, new ideas are coming into fruition daily. New products are being invented and innovated constantly. We do it all to ensure the smooth sailing and management of any unexpected hurdles and difficulties. One of the most significant hardships we face is “change”, and it is more or less inevitable. People or organisations in general hesitate to bring about any change in the workplace. They are certainly not accustomed to taking risks, and therefore, are unable to leave the so called ‘comfort zone’. Some of the consequences they face are loss in motivation and workplace integrity. Reinforcement in the work they perform by getting positive feedback from their fellow colleagues is also hindered.
When a business fails to produce constructive change
When a business or organisation fails to produce constructive change in their environment then they are in danger of becoming ineffective. Without change the loss in workplace motivation due to the non-progressive environment increases thoroughly. This leaves the workplace to become a place of significant monotony, which in turn causes growth in every manner to be stifled.
Strategic change in the workplace
Change is a long and kinetic process. Whilst this process is occurring, lots of other changes keep happening simultaneously. That is why organisational networks and business firms strive to cope with the change in a manner that is more constructive and concrete. This allows certain results to be obtained by giving up small efforts through wise planning. This planning is termed as a strategy. The leader or the representative him/herself delegates their responsibility to their subordinates in which ‘change management’ or in other words HR, has an effective role in overcoming the change in the working place. It is the manager’s duty to strategically cope with the change in the working environment. Fewer consequences should be faced by the organisation that is undergoing specific change.
What is change?
Change in an organisation can be of many types. Change can relate to the hiring of new employees or accommodation of more employees in a small or large workplace. Organisations may also change the aspects and specifications of a product, or maybe the downsize of workplace. Aspects like increment in commission or employees’ pay and the occurrence of rectifying specific laws or norms of the workplace, are also included in the change. All of this change is in one way or the other managed by HR. They are the ones that devise plans for each employee so that they get accustomed to the change that is surrounding them. Many organisations that allow employees to take their time and help them get accustomed to change through strategising, are able to retain more employees and are able to find talent from within the organisation itself. Without a proper strategy and set of guidelines, change becomes chaos for employees. The same change that was conjured up by the management due to its benefit, becomes the cause of havoc.