Task Assume the role of a Change Management Consultant to assess the change readiness of an organisation of your choice (you may choose your own organisation) and write a report that addresses...

Running Head: HUMAN RESOURCE MANAGEMENT                    1
HUMAN RESOURCE MANAGEMENT                            3
HUMAN RESOURCE MANAGEMENT
Table of Contents
Executive Summary    4
Introduction    5
Background of the Chosen Organisation: PwC    5
Reason for Change    5
Types of Changes    6
(i) Incremental Adjustment:    6
(ii) Modular Transformation:    6
(iii) Corporate Transformational Change:    7
(iv) Fine Tuning:    7
The 8 Step Change Model by John Kotter    7
Step 1: Increase Urgency    8
Step 2: Building Team    8
Step 3: Develop the Vision    8
Step 4: Communication    9
Step 5: Empower Action    9
Step 6: Create Short term Wins    9
Step 7: Do not let up    10
Step 8: Make Change Stick    10
Factors Affecting Organisational Culture    10
Connectivity:    10
Culture:    10
Development:    11
Health and Safety:    11
Ethics:    11
Evaluation of Organisation Positioning in Change Management    11
Cultural Factors that Impact on Change    12
Stakeholders:    12
Communication:    12
Leadership Style:    12
Goals, Objectives and Policies:    12
Change and Disruptive Technologies    12
Change in Global Context    13
Conclusion    14
Recommendations    14
References    16
Executive Summary
Human resource management is a critical factor, which helps to exercise various functions, which ensures achievement of organisational goals. Since 2019, the spread of deadly COVID-19 has changed the work environment and forced people to stay indoors. Due to strict restrictions, corporates are forced to allow work from home. The chosen organisation for the assignment is PwC. The research will help to know types of organisational changes, which are dealt by HR.
It will also discuss various factors responsible for change and the way, the organisation manage those changes. Amidst lockdown when the new normal are part of lives HR facing issue of calling employees, back to office. The world is preparing itself with new guidelines to be followed at workplace but HR in New Zealand has different story to tell. The assignment will deal with the issue and factors responsible for it in detail and recommend measures to combat the situation.
Introduction
The assignment deals with recent problem, which is not only prevailing in New Zealand but at global level. There is highlight on types of change, its impact on organisational culture and factors responsible for it. During pandemic, there was a worldwide lockdown and work from home concept got its due popularity. However, as the world is all set to open with new guidelines it is becoming difficult to get back employees on the floor. It has created new challenge for HR, as bringing employees out from their comfort zones is getting tougher. The later section conclude the discussion by recommending actions, which can help to sort out the issue.
Background of the Chosen Organisation: PwC
PwC (Price Waterhouse and Coopers & Lybrand) was formed by a merger in 1988 (PwC, 2021). It has global offices in 155 countries of the world. In New Zealand, it employs around 1600 employees in Wellington, Auckland, Canterbury, Waikato, Hawke’s Bay and Otago regions, who strive to deliver best solutions to the people (PwC, 2021). They believe in delivering value by working together (PwC, 2021).
They work on combining knowledge, which is available locally and enhancing the global experience. The teams provide dedicated approach to provide services by serving global and national markets. Their strength is global resources, which are available at disposable at any point of time, which highlights the strength of integrated networks (PwC, 2021).
Reason for Change
The change, which is introduced in the system because pandemic was more forceful from nature’s point of view rather any statutory compliance from government side or the organisation itself. According to Jayatilleke and Lai (2018), this was required in order to ensure the safety of citizens of New Zealand and the employees of the company.
The requirements to stay safe and save oneself from COVID-19 is to maintain proper distance, wear mask at public places and maintain cleanliness. The lockdown was important because despite following strict restrictions it was spreading in uncontrollable manner. The government came in action and took the charge. The complete shutdown was on the only solution and putting mobility at pause until the situation comes under control.
At the organisational level, it was a biggest challenge because it is going to impact business in a visible manner. All operations will be at halt for indefinite period. The change leaders need to find a way out to deal with the situation. It was such as fighting a war without weapons. Gerbec (2017) indicates that it required pragmatic and modest approach from the leaders of the organisation to ensure that business operations can also be continued with increased safety of employees.
For time being, it was decided to follow the rules of shutdown and allow employees to stay at home. Meanwhile, the agents were working at their end to plan, prepare and design a new strategy, which requires immediate action and it can be streamlined in the business process looking towards given circumstance of pandemic to ensure continuity of business.
Types of Changes
Whenever a new change is liable to take place in organisational environment in influence of internal or external factors is called change management. There are four types of changes suggested by Dunphy and Stace (1993), which can affect an organisation:
(i) Incremental Adjustment:
These changes can be in form of restructuring, which can be due to funds availability, change in management or change in business process.
(ii) Modular Transformation:
These changes are strategic in nature, which address changes or challenges of industry, social culture, technology or social impacts. It has major impact on employee engagement and retention practices. The reason can be hyperactive growth or layoffs due to external environment or company’s new policies. This influx witness’s culture change and leads to disorganisation, which can cause reduce performances, chaos and delayed growth.
(iii) Corporate Transformational Change:
It is referred to unplanned events, which come across without any prior notification such as untimely exit of key personnel, security breach, or the best example is the world is facing pandemic in present times. This pandemic has brought and introduced the change of working style incorporates (Alqatawenh, 2018). It has created disturbance in regular schedules and posed a challenge to restore normalcy of lives in near future.
(iv) Fine Tuning:
When at large it is observed that organisation is facing poor performance and despite several measures, it is not being able to be corrected than remedial change is introduced. It can involve review of existing strategies, restructure organisation hierarchy, restructuring of loans and fund distributions if any, rolling out new software or employees training and development at a massive level.
The 8 Step Change Model by John Kotter
The present...