Assignment 5: Change Management Plan

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ENZQVIN04

Business Finance

HRM 560

Description

In this assignment, you will combine the previous four (4) assignments into a proposal that you could present to the executive leadership and board members. You will argue the value of the change management plan to the overall success of the organization. Add to your previous submissions a plan for sustaining the change in the long run.

Write a six to ten (6-10) page paper in which you:

Section I: Organization: Describe the organization and comment on the HR change that the organization should make. Utilize effective diagnostic tools to assess the organizations ability to change. Support assertions with theoretical evidence.

  1. Describe the company in terms of industry, size, number of employees, and history.
  2. Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
  3. Formulate three (3) valid reasons for the proposed change based on current change management theories.
  4. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
  5. Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change.
    1. Provide results of the diagnostic analysis
    2. Explain the results
  6. Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.

Section II: Kotter Change Plan: Utilizing the Kotter eight (8) step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement.

  1. Ascertain how each of the steps applies to your specific organization.
  2. Develop a strategy that illustrates how you would address each of the eight (8) stages of change:
    1. Establishing a sense of urgency
    2. Creating coalition
    3. Developing vision and strategy
    4. Communicating the vision
    5. Empowering broad-based action
    6. Generating short-term wins
    7. Consolidating gains and producing more change
    8. Anchoring new approaches into the culture

Section III: Resistance and Communication: Research methods of minimizing resistance to change and create plan to address resistance within your change management initiative.

  1. Diagnose the reasons for resistance to change.
  2. Interpret the potential causes of resistance in the organization. Identify and describe three (3) potential causes of resistance to your change plan. Identify and describe three (3) potential sources of resistance to your change plan.
  3. Create a plan for minimizing possible resistance to your change management plan.
  4. Elaborate on the relationship between resistance to change and communication.
  5. Evaluate three (3) communication strategies.
  6. Recommend one (1) communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.
  7. Create a solid communication plan for your change initiative.

Section IV: Sustaining Change: Research methods of sustaining change in organizations and create a plan for sustaining proposed change.

  1. Recommend two (2) strategies for sustaining change:
    1. Diagnose the two (2) theories from a scholarly perspective
    2. Evaluate why the strategies selected are viable for the organization

Section V: Presentation: Create a visually appealing and informative presentation espousing the importance of the change management plan you developed.

  1. Create a ten to fifteen (10-15) slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria:
    1. Be creative in your design so that is appealing to others.
    2. Ensure that all of the MAJOR points of the plan are covered.
    3. Create bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint. Note: You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication.
    4. Use a professional technically written style to graphically convey the information.
    5. Create a video of yourself presenting the presentation to key stakeholders. Note: View the "Creating a Presentation for Your Course" playlist, located here for tutorials on creating and submitting video assignments.

Section VI: References: Utilize good scholarly research skills and writing skills to develop a solid change plan and presentation.

  1. Use at least ten (10) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources
  2. Write clearly and concisely about managing organizational change using proper writing mechanics.

The specific course learning outcomes associated with this assignment are:

  • Evaluate the reactions to change including identifying signs of resistance and approaches to managing it.
  • Evaluate strategies for communicating change.
  • Use technology and information resources to research issues in managing organizational change.
  • Write clearly and concisely about managing organizational change using proper writing mechanics.
  • Evaluate strategies for communicating change.

Unformatted Attachment Preview

Running Head: SELECTING A COMPANY 1 Assignment 1: Selecting a Company Raekisha Masslieno Professor Allen Beck HRM 560 January 14, 2018 HUMAN RESOURCE 2 Selecting a Company Google is data-driven company with its headquarters in California. According to Collings (2012), Google’s success story is partially attributed to HR programs and policies that determine the employee welfare while in the working place. As a technology company, Google has a policy on recruitment age which is mainly comprised of young people with an average age of 29 years. Although the average age for US workforce is 42.2 years, Google believes that millennials have tremendous potential to innovate and provide solutions, especially in the technology sector. Moreover, Google uses the scientific approach to managing people which was an initiative adopted in early 2010. In this regard, Google uses analytics and data to lead and manage employees. Through this approach, people decisions and practice are highly appreciated and contribute to managerial policy formulation. This approach has been effective in improving employee job satisfaction, retention, provide diversity as well as create collaborative workplace. Additionally, Google’s HR policy provides for employee benefits such as insurance and retirement benefits. The company also provides medical cover and both maternity and paternity leaves. The policy has been effective in enhancement of employee happiness, contentedness, which ultimately propel the company to greater heights. Equally important, introduction of perks program including massage rooms, onsite doctors, and free haircuts among others are effective in attracting talents and motivating employees (Macedonia, 2011). Also, Google’s HR policy on salaries and wages is a source of motivation to employees. An average employee at Google earns an average of $1.2 million annually. Summarily, HR policy of Google focusses on employee happiness which consequently increases productivity. The HR policy on average recruitment age needs to be changed from 29 years to 40 years. Level of innovation depends on the amount of experience possessed by an employee. HUMAN RESOURCE Therefore, setting an average recruitment age of 29 years could be blocking new talents. 3 HUMAN RESOURCE 4 References Collings, D. G. (2012). International Human Resource Management: Policies and Practices for Multinational Enterprises. The International Journal of Human Resource Management, 23(7), 1509-1511. Macedonia, M. (2011). Google Becomes an Entertainment Company. Computer, 39(2), 101-103. Running Head: DIAGNOSING CHANGE 1 Assignment 2: Diagnosing Change Raekisha Masslieno Professor Allan Beck HRM 560 January 28, 2018 DIAGNOSING CHANGE 2 Diagnosing Change Google is a multinational technology company specializing in providing internet services including cloud computing, search engine, hardware, and software. Headquartered in California, United States and founded in the year 1998 by two gentlemen, Sergey Brin and Larry Page, Google is ranked world’s second largest technology organization in the United States. The company operates in the technology sector and specifically on internet service industry. Due to the need to digitize operations experienced in the last couple of decades, the company provides internet services to its customers. Among the products of Google is a search engine which is a renowned internet platform that necessitates consumers to search for information and data from the internet (Garon, 2009). Ideally, due to globalization there is always a need to interact and share information and other resources through the internet. Google has been at the forefront in making data and information accessible with ease through the search engine. Internet service industry has grown tremendously from the last two decades due to the need to globalize and digitize operations both at the organizational and personal level. Today, due to advancement in technology, several world citizens have access to the internet. In fact, research indicates that 50% of world citizens have access to the internet through smart phones, iPhone, iPad, tablets, laptops and desktops among other devices. Hence, Google has a large customer base in search engine industry. Google is among the largest technology companies in the United States in the list of Amazon, Apple, IBM, Microsoft, and Intel among others. The company has locations and operations in the international countries where the company has set locations for service delivery to consumers. The company has made progress in product diversification including providing wide range of products. The company growth is attributed to the formulation of internal business DIAGNOSING CHANGE 3 strategies including in the human resource department where policies, practices, processes, and procedures are incorporated to suit the employees’ needs. As at August 2017, Google had a total of 73,992 employees across the globe. Employees are in company’s locations both locally and internationally. Changes to the Current HR Practice, Policy, Process or Procedure Human resource is a fundamental department of every organization. According to Poutsma, Ligthart & Dietz (2017), the HR in an organization serves a central point of which overall growth is attributed. Google Company has several HR policies and practices including satisfactory salary and wages, benefits such as insurance and medical covers, annual $8,000 for any employee advancing education among other perk benefits. Moreover, the company has recruitment policy where over 90% of Google’s workforce is comprised of millennials with an average of 29 years. In this regard, Google believes that young people have great potential to innovate and steer the company to greater heights. This policy on recruitment sieves the old employees from the company’s workforce. The company mission is to organize the world data and information to make it accessible to world internet users as fast as possible. This is possible through innovation and using resources to solve business problems using information technology concepts (Tassabehji & Isherwood, 2014). However, although innovation is paramount in an organization, it is not restricted to age limit because different individuals have unique capabilities regardless of their age levels. Therefore, I strongly believe this policy on average age limit in recruitment should be changed from 29 to 40 years. This is based on the insight that innovation is dependent on experience and an individual in 40s has substantial experience to understand the company and the overall industry. In fact, a first job entry employee at 29 years has little to offer to the company compared to a 40 year individual due to the difference in experience in the DIAGNOSING CHANGE 4 working environment. Reasons for the Proposed Change Based on management theories at Google, changing the recruitment policy on average age from the current 29 years to 40 years is based on the following three valid reasons. First, level of innovation does not entirely depend on the age of an individual. Thus, a recruitment policy of average 29 years could be denying new skills and talents for a person at the age of 40s. As mentioned earlier, an employee with experience in the working environment has a lot to offer in the organization. Thus, innovation at Google will not be steered by limiting recruitment average age to 29 years, rather looking at the talents and capability of an individual if they can deliver. Secondly, based on the chaos theory, a management theory used at Google, change is inevitable. Typically, chaos theory asserts that while the organization aspires to attain growth and prosperity, complexity and possibility of the emergence of unavoidable events occur. This means that according to chaos theory of management, the organization strives to spend more energy in a bid to keep the system going. Hence, using chaos management theory, changing the recruitment age limit policy from the current 29 years to 40 years would give the company an opportunity to attract talents and skilled workforce. This would compel the company to adopt the change in human resource management. Finally, changing the recruitment age from the average of 29 years to 40 years would make the management of Google’s workforce to be effective. This is mainly attributed to theory X and theory Y management theories. Fundamentally, HR managers use theory X management style to push or add incentives to workers in order to increase productivity. Theory X applies to workers with an average of 29 years who lack ambitions. On the other hand, theory Y applies to DIAGNOSING CHANGE 5 workers aged 40 years and above, and they generally have self-motive and responsibility. As such, changing the age limit from 29 to 40 years as a recruitment policy would ensure effective management of workforce at Google. Diagnostic Tools To determine the organization’s readiness for change, use of diagnostic tools is imperative. Ideally, change is inevitable in the context of the organization. This means that an organization should always be ready to change according to prevailing situation. Hence, to determine change readiness at Google, two diagnostic tools are necessary. The first diagnostic tool that can be utilized in determining Google’s readiness for change is culture, operations, people and system (COPS). It evaluates the characteristics of the organization about its culture, its people, its operations, and systems. COPS tool assesses the ability of the company to change. For instance, the organization culture of Google is defined by its structures. This defines polices, practices and the way of doing things. Typically, Google has a hierarchical organization structure that defines its culture. The element of people in COPS define what type of workforce fund in the organization. Google uses average policy limit of 29 years as a recruitment policy. The operations of the organization are geared towards attaining growth and development. Hence, if an operation has a significant positive effect on the company’s progress, the operation is advocated and adopted. The second diagnostic tool that can be utilized to assess Google’s readiness for change is Burke- Litwin model. This tool deals with internal and external environmental factors that affect the organization (Yoon, 2017). Ideally, the tool depicts how the external performance influences the overall company performance in the market. The model also shows various drivers of change. These drivers are ranked from the most important at the top to the least. The deduction DIAGNOSING CHANGE 6 here is that the tool is diagrammatical. Hence, Burke- Litwin model can be used to establish Google’s readiness to change especially in adopting innovation through recruiting employees across average age of 40 years. Diagnostic Analysis Using Burke- Litwin model to assess Google’s readiness to change, below diagram can be used to depict the results of the diagnostic analysis. External environment Leadership at Google Organization culture Google’s management practices Needs and values Employee motivation Individual skills Organization performance The results indicate that Google is ready to change. Based on the diagram above, drivers of change include organization culture, employee motivation, employees’ skills and experience, management practices and leadership. These drivers are important for Google to facilitate readiness for change. Changing the Google’s HR policy on the minimum average age of 29 to 40 years would improve both individual and organizational performance. DIAGNOSING CHANGE 7 References Garon, J. M. (2009). Searching Inside Google: Cases, Controversies and the Future of the World’s Most Provocative Company. SSRN Electronic Journal. Poutsma, E., Ligthart, P. E., & Dietz, B. (2017). HRM Policies and Firm Performance. Global Trends in Human Resource Management. Tassabehji, R., & Isherwood, A. (2014). Management Use of Strategic Tools for Innovating During Turbulent Times. Strategic Change, 23(1-2), 63-80. Yoon, H. J. (2017). Diagnostic Models Addressing Environmental Forces and Organizational Readiness. Assessment and Diagnosis for Organization Development, 55-78. Running head: RESISTANCE AND COMMUNICATION Assignment 4: Resistance and Communication Raekisha Masslieno Professor Allan Beck HRM 560 February 26, 2018 1 Assignment 4: Resistance and Communication 2 Assignment 4: Resistance and Communication Resistance to change is a common occurrence in an organization. Employees resist change due to various reasons such as not having a clear reason for the introduction of the change, fear of the unknown, incompetency, failure to be consulted, conservativeness, low level of trust and poor communication. When a particular department process or rule is introduced within an organization, it may take time for the employees to adapt to the new changes because of some of the above factors. The time it takes for the employees to tolerate the new institutions determines the degree of the change in the organization (Durant, 2009). This diagnosis seeks to determine the level of resistance in Google Company and the possible ways that can be used to enhance communication and reduce the resistance within the organization. Potential Cause of Resistance to Change in Google Technology: Google is a technology and software company. The rate of technological advancement across the globe is seemingly high and this means that the rate at which changes are being introduced in the company is high. Due to this element, the rate of resistance for Google is very high because most employees find it difficult to change from the old ways of doing things to the new technology (Palmer et al., 2009). The conservative nature of employees makes them view a certain change as a difficult step to take. Fear: There are various approached that companies can introduce which may render some employees jobless. Some works done by a human being can be done by a machine and this imposes fear in case a similar change is looming within Google. This fear can be contributed to poor communication which is, by itself a factor that causes resistance to change. If a change is not Assignment 4: Resistance and Communication 3 communicated well by the responsible people, the employees may perceive wrong information and stand against the change. Incompetency: Incompetency is a possible cause of resistance to change in Google. Because of the rising competition in the technology companies, many changes. The degree at which the changes are introduced calls for the employees to increase move with time and learn the new ways of work implementation. Since managers are burdened with the struggle to beat competitors, they may not have time to consult the entire working fraternity contributing to the resistance to change due to incompetence and lack of consultation (Palmer et al., 2009). Google suffers this problem the most owing to the fact that security measures have to be kept in place to ensure that competitors or hackers do not intrude into the company's database and compromise its image. Change Management Plan Empower Innovation and Creativity: This element shall be the first step in the plan to diagnose resistance to change in Google. By empowering the employees about the need to have changed, they get to realize the benefits of having the change for the efficiency of their working Communicate the Need for the Change: Change management plan for Google shall involve communication in advance to ensure that the change does appear as a shock. With rising technology, the need for change is inevitable and this should be made clear to the employees in such a way that they realize its importance not only to the company but also to themselves as works. Listening passionately for Employee’s Responses: Sometimes, resistance to change is caused by the failure to listen to employees’ needs and concerns about the expected changes. This step forms part of good consultative mechanism between the leaders and the employees. During Assignment 4: Resistance and Communication 4 this process, employees get to realize that the purpose of introducing a certain change is to foster development and growth for both the employer and the employee. The Relationship between Resistance to Change and Communication Resistance to change and communication are related in such a way that failure to communicate or poor communication will result in resistance to change. This is because of poor or lack of communication causes, lack of trust, fear of the unknown and a sense of dictatorship. These feelings generate into lack of security for the employees who tend to think that the introduced change might render them jobless. This is true because, in many incidences of industrial actions, employees always claim they did not have a clear information as to why certain things were happening or not happening. Communication Strategies In any organization, there should be a designed way of passing information to avoid incidences of miscommunication. Information can be from junior employees to senior employees or from the senior employee to the junior employees. Information can also be face to face or written depending on its formal nature. Since information about the change is vital and affects the entire organization such as Google, such information should come from the topmost individual or his/her representatives to verify the credibility and accuracy of the information (Nadler, 2011). In that sense, managers and other employees of the organization ought to ensure that they have the right people around them to pass information in the right manner. The best communication strategy to employ in this organization should involve both face to face and written communication. This is because written communication is very formal in nature whereas when the same information is communicated verbally, it enhances the message and makes it more meaningful to the recipients. Communication Plan Assignment 4: Resistance and Communication 5 Since both written and verbal communication can be employed in a particular change plan, the two communication plans will ensure that the level of resistance is reduced. This is because although formal communication has a sense of seriousness and is legally binding, it may be poorly interpreted because of the written language or the type of words used. In this sense, the manager or the leader in charge is bestowed with the responsibility to arrange a verbal communication about the said change. Communicating verbally would ensure that the recipient has question or seek clarification about that change instantly. By doing so, the tension that might spread is there is a possibility of a resistance can be diagnosed immediately. By announcing a change in both verbal and written communication tells the employees clearly the source of the change. Failure to know the source of the change is one cause of a resistance to change (Thomas, Sargent & Hardy, 2011). Employees want to understand clearly the source of the change so that they can predict the possible consequence of the change if any. This diagnosis reveals that the relationship between employees and their seniors is through communication. Out of the major causes of a resistance to change, lack of communication is the major cause while its proper use and handling diagnose the resistance to change in an organization. Assignment 4: Resistance and Communication 6 References Durant, M. W. (2009). Managing organizational change. Credit Research Foundation Press, Columbia. Palmer, I., Dunford, R., Akin, G., & Buchanan, D. A. (2009). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Irwin. Nadler, D. A. (2011). Managing organizational change: An integrative perspective. The Journal of Applied Behavioral Science, 17(2), 191-211. Thomas, R., Sargent, L. D., & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), 22-41 Running Head: KOTTER CHANGE MANAGEMENT Assignment 3: Kotter Change Management Model Raekisha Masslieno Professor Allan Beck HRM 560 February 12, 2018 1 KOTTER CHANGE MANAGEMENT MODEL 2 Kotter Change Management Model The Kotter's 8-step process was developed by John Kotter, who is known for being an author of change. It is mostly aimed at achieving change in an organization. In other words, it promotes a different way of thinking, definition of how to handle change and also having things done. Change initiation may at times be painful. Although most consider it uncomfortable during the first trial, it continuously encourages and vouchers for change hence creating a different mindset in an organization. Its application can also be put into action in a Human Resource (HR) situation when not only experience and old habits are relied on. KOTTER’S 8-Step Model Application in Human Resource 1. Establishing a Sense of Urgency This brings the right people together. To focus on change, the first step in the Kotter's model is the creation of a sense of urgency. Without change being considered as urgent, there will be no convincing power on the employees and the staff. According to Kotter (2007), this form of management triggers the determination for pursuing and accomplishing in the management organization. For instance, it is known that close to 50% of these initiatives of change often fail. The drive in most of the rest could outweigh failure and success at very low levels than what was meant to be achieved. In this case, the HR department could study the market and the competitions to be faced, identify the organization's crisis and some of its major opportunities. It could also grant approval and presentation of new ideas to its employees and staff hence securing for agreement. 2. Formation and Creating a Guiding Coalition Once the required people have been brought together, there exists the creation of a team with similar commitments and trust required to finish a job. The HR should bring up the issues KOTTER CHANGE MANAGEMENT MODEL 3 that are mainly avoided in an organization. The encouragement of its employees and staff to be entirely honest and open allows them to speak the truth without fear of consequence. With the possession of the right skills, credibility and good leadership, the organization can then face its issues that it encounters hence the successful change. 3. Development Vision and Strategy The development of a vision focusing on the future is a crucial step in this process. What is the organization's vision for the future? What are forms of change required? With this in mind, the future success can be probable. According to Kotter (1996), the sense of direction is core in the HR department as it enables the creation of captivating and compelling situations that are easier to problem-solve. By creating a vision that can be enacted as soon as possible and within a short period encourages the employees to get down to work. Although this change may be difficult as the results may not be known, over-analysis and spending of the organization's finances should be considered. Serving as a decision making factor, the motivation of the people helps in the coordination of actions more efficiently. 4. Communication of the Vision for Buy-In To get a buy-in with the employees and staff on the vision, constant communication throughout the organization is needed. According to Kotter (1996), lack of proper communication and consistency are the main factors that hinder organizational change. In an HR department, the daily broadcasting of the vision will ensure people see the need for change, and the message does not get lost. The information given should be very simple and straight to the point. The HR should also study and understand the employees' moods before deciding to address them. 5. Empowering Broad-Based Action KOTTER CHANGE MANAGEMENT MODEL 4 Empowering of the employees to act upon a vision once they have accepted and embraced it is one of the most significant barriers. According to Kotter (1996), a guiding coalition un-bounds those who are determined to turn a vision into reality. This removes the factors that restrict people from having the needed resources and systems that bring about change. Instead of firing the employees who do not support the change in an organization, the HR could encourage them to do so much more. They could also give jobs to disempowered employees that demonstrate the need for change to them. This act then builds not only selfconfidence but also optimism on the employees. 6. Generation of Short Term Wins The change of momentum is at times lost very quickly in prominent organizations. The need to keep the sense of urgency requires for essential short-term wins. As told by Kotter (2011), the HR in a company may initiate for short-term gains which could serve some purposes. For instance, giving feedbacks about the vision, taking away power from cynics, rewarding the hard workers and building faith and confidence in the change project. The start of numerous projects is a hindrance to early wins. Cheap and readily achievable gains are advised. 7. Consolidating Gains and Producing More Change It is known that one should not count his/her chicks before they hatch. In this case, the organizations are usually warned against the declaration of victory before they have come up with a form of maintaining the necessary momentum which early changes are dependent on. 8. Anchoring New Approaches Into the Culture The incorporation of new practices in an organization aids in the culture corporation. According to Paul (1969), culture may come last sometimes, but it is controversial in the vouch for change. In an HR department, this step is used as it embeds change on the employees and KOTTER CHANGE MANAGEMENT MODEL 5 staff and makes the advance changes stick. They ensure that work is carried out successfully before they come up with another vision that requires accomplishment. The HR may also allow coaching and training for the employees in the specific organization. Strategies Illustrating the Address of the Kotter’s 8-Step Model • An increase of the urgency- The employees and staff in an organization can encourage each other to change the system. • Building the guiding team- The organization may come up with a dominant group that aims at guiding others towards change in togetherness. • Getting the right vision- the team chosen to guide the others may develop clear and correct visions and strategies that stimulate the change effort. • Communication for buy-in- the people in an organization may begin by buying into the idea of change hence showing constant support in their behavior. • Empowerment of action- A lot more people in the company may develop a feeling of being able to act and acting on the vision. • Creation of short-term wins- Once momentum is developed, it builds people in trying to accomplish a vision and reduces the number of those employees resisting change. • Consolidating gains and producing more change- the people can make some changes one by one until there is the fulfillment of the vision. • Anchoring new approaches into the culture- the development of new behavior can be continued despite the old habits and tradition, and a constant change of leaders will see through the advancement of reform. KOTTER CHANGE MANAGEMENT MODEL 6 It is clear that the Kotter's 8-step model, in turn, ensures successful change in the management of an organization. It also recommends that people are driven towards the approach that helps them come to terms with the reason for the change. KOTTER CHANGE MANAGEMENT MODEL References Kotter, J. P., (2011), Why Do Change Efforts lose Momentum? Forbes (online ed.). Kotter, J. (2007). Leading Change: Why Transformation Efforts fail. Harvard Business Review, 1-10. Retrieved from http://www.hbr.org Kotter, J.P., (1996), Leading Change. Boston: Harvard Business School Press Paul R. Lawrence (1969) How to Deal with Resistance to Change, Harvard Business Review 7
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Running head: CHANGE MANAGEMENT PLAN

Assignment 5: Change Management Plan
Raekisha Masslieno
Professor Allen Beck
HRM 560
March 12, 2018

1

CHANGE MANAGEMENT PLAN

2
Google Inc.

Google is a multinational organization which offers internet based products and services.
The company, which is best known for its top ranked search engine, was founded in 1998 as a
research project by two Stanford PhD students. Since its incorporation, the company has
continuously carried out extensive research on various search algorithms and has successfully
established a brand name across the global web search market. Google’s culture is influenced by
its founders’ youthful outlook, which has been a key aspect of its competitiveness. Google,
whose headquarters are in Mountain View, California, has over 70 offices in at least 50
countries, and has employed 88, 110 fulltime employees globally.
HR practice that should be changed
Google is a young people’s company, whose recruitment age limit is at average of 29.
However, this policy on average age limit in recruitment should be changed from 29 to 40 years.
This proposal is based on the insight that innovation is dependent on experience and individuals
in their 40s have substantial experience to understand the company and the overall industry. In
fact, a first job entry employee at 29 years has little to offer to the company compared to a 40
year individual due to the difference in experience in the working environment.
Valid reasons for the proposed change
Google should change the recruitment policy on average age from the current 29 years to
40 years because of;
1. Innovation theory. Innovation does not entirely depend on the age of an individual. Thus, a
recruitment policy of average 29 years could be denying new skills and talents for a person at the

CHANGE MANAGEMENT PLAN

3

age of 40s. As mentioned earlier, an employee with experience in the working environment has a
lot to offer in the organization. Thus, innovation at Google will not be steered by limiting
recruitment average age to 29 years, rather looking at the talents and capability of an individual
if they can deliver (Rana Tassabehji, 2014).
2. The chaos theory. This theory states that change is inevitable. Typically, chaos theory asserts
that; while the organization aspires to attain growth and prosperity, complexity and possibility of
the emergence of unavoidable events occur. This means that according to chaos theory of
management, the organization strives to spend more energy in a bid to keep the system going.
3. Theory X and theory Y management theories. Fundamentally, HR managers use theory X
management style to push or add incentives to workers in order to increase productivity. Theory
X applies to workers with an average of 29 years who lack ambitions. On the other hand, theory
Y applies to workers aged 40 years and above, and they generally have self-motive and
responsibility. As such, changing the age limit from 29 to 40 years as a recruitment policy would
ensure effective management of workforce at Google.
Diagnostic Tools
Google’s readiness for change can be measured using culture as a tool. T...


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