Introduction
Chapter introduction
This study provides valuable insights into employee perceptions of change and its implementation in daily human resource management By examining employees' views on change and change management, the author aims to uncover underlying beliefs that resonate within the organization These insights can be leveraged as initiatives to foster successful and sustainable changes in human resource practices.
The study explores employee perspectives on change and change management at Tetra Pak, focusing on how these factors influence their work environment and personal lives Utilizing qualitative methodology, it aims to capture the collective voices of employees in the discussion of change processes Data was gathered through both informal and formal interviews, allowing for a deeper understanding of employees' viewpoints and their insights into the company's change management practices.
The informal and formal interviews irradiated employees’ opinions, issues related to the work environment and people management of Tetra Pak
During the survey, the following themes emerged from the data: an understanding of change and change management; expectations of employee about change and change management; leading change; transition period
The correspondence from participants will provide valuable insights for the researcher to understand employees' experiences and perceptions of change, their expectations and feelings during the transition period, and their views on leadership and people management throughout the change process.
Background of the study
Change management and leading change nowadays seems to be the crucial required
Numerous organizations have experienced failures during their digital transitions, impacting various aspects such as business processes, customer relationship management, and organizational restructuring Researchers have extensively explored the underlying causes of these unsuccessful changes, identifying key factors that contribute to their demise.
- At the first stage, the change might be designed not fit with the company’s strategy, business complexity and business pressure
Ineffective and non-transparent communication of change messages leads to a lack of deep understanding among employees, resulting in feelings of anger, worry, and dissatisfaction.
- The change implementation is spontaneous without proper tools and operating models
- The key players of change fail to manage the resistors and impact of change on those peoples who are most affected by change
- Too much focus on long term wins but forget to acknowledge small and rapid wins
And according to Dr Linda Ackerman Anderson there are 5 common reasons cause failure of organisational change:
- Poor planning sets up organisational change for failure
- Priority focus on systems vs people
The rapid growth of economies has opened up numerous business opportunities, but organizations must adapt or risk obsolescence This necessity for change highlights the challenges companies face, as evidenced by the common pitfall of leadership losing focus Leaders often concentrate on theories, systems, and processes, neglecting to effectively communicate the rationale behind change initiatives to their teams It is crucial for organizations to articulate the reasons for change, the goals they aim to achieve, and the methods to get there to ensure successful transformation.
3 they should execute change This is really not an easy task to do
In today's volatile business landscape, successfully implementing change has become a crucial competitive advantage Over the past two decades, advancements in technology have exemplified this principle, as change enhances existing products, quality, services, processes, and systems Additionally, factors such as economics, politics, and sociology significantly influence the working environment and play a vital role in change management by determining the reasons for change, the aspects to be changed, and the methods of implementing those changes.
With nearly 20 years of experience in human resource management, the researcher has navigated a wide range of changes, including organizational-wide restructuring, leadership transitions, policy updates, and the integration of new technology She has also dealt with transformational changes related to organizational strategy, personal changes such as hiring and layoffs, and unplanned changes like natural disasters and strikes Each type of change requires a tailored action plan and thorough preparation, emphasizing that effective preparation is crucial for successful change implementation.
The work life of researchers reveals that implementing change is a challenging endeavor, as it inherently affects individuals To facilitate a successful change process, it is crucial to engage people from the outset, emphasizing the importance of transparent communication, leadership commitment, and ownership By fostering aspiration among employees, organizations can navigate change more effectively using various models For instance, some may opt for the ADKAR model, which focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement, while others might prefer John Kotter's 8-step model to guide their transformation efforts.
5 Empower action by remove barriers
Every change, whether large or small, follows a distinct change curve, which will be explored in detail later Key success factors for effective change include ownership, commitment, prioritization of initiatives, capability, and available resources.
Embarking on an MBA course is a significant decision, especially for someone navigating the fast-paced FMCG industry while striving for work-life balance The researcher recognized that this journey would require a substantial commitment of time and effort over approximately 1.5 years With this understanding, she proactively developed a concrete plan to facilitate her transition The MBA program allowed her to systematize her knowledge in change management and explore a wealth of literature from esteemed scholars who offer diverse perspectives on change Various change models, such as the ADKAR model, emphasize the human aspects of change, while other theories provide valuable tools for project management professionals, highlighting the multifaceted nature of change processes.
Though in modern world economic history there are many stories and recognitions of successful change of global players such as Microsoft Research Group merge in 2016
In September 2016, Satya Nadella initiated a significant restructuring at Microsoft by merging the Microsoft Research Group with the Bing, Cortana, and Information Platform Group teams, resulting in the formation of a new AI and Research Group This newly established group, comprising approximately 5,000 engineers and computer scientists, aims to drive innovation in artificial intelligence throughout Microsoft's product offerings.
Or the story of Google split up under the Alphabet umbrella in 2000s:
Larry Page restructured Google by separating it into individual companies, all under a new parent organization named Alphabet As CEO of Alphabet, Page leads the company, with Google co-founder Sergey Brin serving as president and former Google executive Eric Schmidt as chairman Each company within Alphabet operates with its own objectives and is managed by a dedicated CEO focused on achieving those goals.
Or the entire organisation restricting of British Airways in 1981
To boost profitability, Lord King, the new chairman, implemented a comprehensive restructuring of the organization, which included cutting the workforce from 59,000 to 39,000, discontinuing unprofitable routes, and modernizing the fleet He also enhanced the airline's reputation by hiring a new marketing expert As a result of these strategic changes, the airline achieved record profits of $284 million within a decade, marking the highest earnings in its industry.
Despite of those success stories, surely questions pertaining change elements and how is change managed and executed successfully and sustainably are challenging to administrators
Organizations must carefully define change strategies to minimize the impact on employees, as any change can significantly affect their personal and professional lives This includes alterations in working conditions, compensation, engagement, and motivation Therefore, it is essential to empower coworkers, involve them in the change process, and ensure they understand its implications to effectively assess its success However, a survey conducted by Tetra Pak revealed that some employees did not proactively engage with upcoming changes, often due to a lack of communication and clarity regarding their roles in the change process Despite the company's encouragement for employee involvement and feedback, many remain unaware of their contributions to change management within their departments.
This article explores six key aspects of employee perceptions regarding organizational change and its impact on human resources management Insights gathered from Tetra Pak employees are instrumental in assessing the effectiveness of recent changes within the company.
Rising from those arguments stated above, the researcher of this study tried to acquire a comprehensive study to understand employee’s insights of change and change management in Tetra Pak.
Methodology
The literature study for this dissertation started in November 2018 and close by March
2019 The researcher approached such theories of transition of HRM, change management, leading change, how to make change stick, employee motivation, digital transition, social responsibility
Data gathering involved interviewing and surveying 25 middle management employees at Tetra Pak The process consisted of two steps: first, a survey was conducted, followed by formal and informal interviews to gain insights into organizational changes This informal approach encouraged open opinions, often leading to meaningful discussions between interviewers and interviewees Employee responses were documented to enhance researchers' understanding of change and change management within the organization.
As above mentioned, survey is also sent to participants with questions presented The participants will answer the questions based on their experience and understanding.
Research questions
Via primary questions the author seeks for understanding in depth of context of change and change management from points of view of employees The questions are drafted as below:
1.4.1 What did employees understand about change and change management in their departments and within organisation?
1.4.2 What and how were employee experiences with change and change management in their departments and within organisation?
1.4.3 What and how did employees understand about change and change management in people management?
1.4.4 What did employees understand about their roles in change and change management in general and in human resource management particularly? 1.4.5 What did employees understand about roles of managers, management board in change and change management, both in general aspect and in human resource management?
1.4.6 What and how did employees do to contribute to change and change management?
1.4.7 What are the most success factors for an organisation initiative change and manage change successfully, especially in people management?
The secondary questions were designed to understand further about the expectations about their roles in change and also their recommendations for a successful change
1 Did employee want to participate in initial step right after change initiative communicated?
2 What did employee expect to have successful changes included change in people management?
3 What were success factors to have successful changes included change in people management?
General objective
The answers of primary and secondary questions will help the researcher understand in depth how employees perceive change and conduct changes in daily people/human resource management
From the point of views of employees about change and change management the
The study highlights eight key changes in human resource management, emphasizing the essential factors for sustaining change effectively and consistently It proposes solutions for managing change within HRM, ensuring that organizations can adapt to evolving needs reliably.
Tetra Pak
Tetra Pak, founded by Ruben Rausing and based on Erik Wallenberg's innovative tetrahedron-shaped plastic-coated paper carton, revolutionized packaging with its development of the Tetra Brik and aseptic packaging technology in the 1960s and 1970s, enabling efficient cold chain supply for distribution and storage Under the leadership of Rausing's sons, Hans and Gad, the company transformed from a small family business with six employees in 1954 into a multinational corporation by the mid-1990s.
Tetra Pak, a Swedish multinational company headquartered in Lund and Lausanne, specializes in food packaging and processing The company provides innovative packaging solutions, filling machines, and processing technology for a variety of products, including dairy, beverages, cheese, ice cream, and prepared foods.
Tetra Pak's business philosophy is encapsulated in their brand promise, "PROTECT WHAT GOOD." This commitment emphasizes their dedication to safeguarding food, ensuring the well-being of people, and preserving the future for generations to come.
Our company is dedicated to ensuring food safety and accessibility for everyone by collaborating with customers and partners We achieve this through our innovative and industry-leading solutions in food processing, packaging, and services.
Not only Tetra Pak’s people but also communities where it operates are also secured and supported
Company’s business philosophy is protecting the future of our earth and long-term success of clients – Source https://tetrapak.com/sustainability
In Tetra Pak Research and Development is the core competitive advantage of company As customers always need faster, better and cheaper development to reduce
To remain competitive, companies are focused on reducing operational costs and enhancing performance In response to evolving customer needs and market dynamics, they are investing in advanced technology and innovative products.
To maintain a competitive edge in the market, effective change management and adaptability are essential competencies for both companies and their employees, fostering consistent innovation, development, and growth At Tetra Pak, the emphasis on human capital encourages individuals to pursue personal development and support the growth of their peers, ensuring they meet the ever-increasing expectations of customers.
Tetra Pak Binh Duong JSC, established in 2016, marked a significant milestone with the groundbreaking ceremony for its liquid food packaging factory in VSIPIIA Industrial Zone, Binh Duong province, in October 2017 As the fourth factory in the Tetra Pak group within the South Asia – East Asia and Oceania cluster, this facility supports the company's strategy to meet the increasing demand for milk and beverages in the region The new factory will enhance Tetra Pak's proximity to customers and reduce lead times, ultimately improving service efficiency.
Since 2008, Tetra Pak has transformed its human resource management approach by introducing the HR ONE model, moving from an administrative focus to a strategic one By 2016, the company implemented HR ONE version 2.0, which divided HR responsibilities into three core functions, enhancing overall efficiency and effectiveness in managing human resources.
Below chart explains detailed responsibilities of each core function
Figure 1.1: HR Model Version 2.0 applicable in Tetra Pak
Source: Presentation about People Process Tetra Pak’s Global HR – Internal Document of Tetra Pak
The new HR model distinctly divides functions into transformational and transactional work Organizational services focus on the transformational aspects of HR practices, taking on strategic roles that are embedded within the organization.
HR and HR centers of expertise Then country services and core services play as
Tetra Pak offers a comprehensive "one-stop-shop" for employee relations, compensation and benefits, training and development, and other HR-related needs, ensuring quick and accurate support for all employment issues This standardized and centralized approach enhances the efficiency of various administrative tasks Additionally, Tetra Pak utilizes a digital platform that allows employees to easily access answers to routine questions, streamlining communication with service centers and addressing employee concerns with fewer HR staff A notable shift in this HR model involves line managers, who, with the support of HRCS experts, now take on crucial roles in people management, while HR staff transition to facilitator roles.
Problem statement
Business slowed down in 2016 and 2017 was a year in which the pace of GDP growth quickened in eight of Tetra Pak top ten markets, including Russia and Brazil, where
The recent muted recoveries have reversed two years of economic downturn, with three of the company's five geographic clusters showing year-on-year improvements in net sales Notably, Europe achieved a 1 percent growth, breaking a four-year negative trend However, the Greater Middle East & Africa experienced a decline in net sales for the first time in over a decade, primarily due to challenging market conditions in Egypt, Pakistan, and the Arabian region, which severely impacted sales of laminated packaging materials The overall packaging business climate remains difficult, with continued declines in consumption of core categories and an increasingly aggressive competitive environment in the packaging materials segment.
In 2017, the sales of packaging materials experienced a decline, primarily due to ongoing weaknesses in core categories Additionally, the shift from family packs to portion packs contributed to this downturn, along with price reductions that were implemented to counteract intense global competition.
Despite being part of the top ten markets, Tetra Pak Vietnam is encountering significant challenges, particularly in employee retention, as competition intensifies The company has experienced a notable turnover rate, with skilled and well-trained employees leaving for rival firms.
2017 higher than 20%, mostly came from technician and engineer level), employee engagement low, employees’ expectation in term of career advancement opportunities very high
To navigate change effectively, the HR team conducted a SWOT analysis to assess their current position and develop a suitable action plan This analysis revealed clear insights into the organization's strengths, weaknesses, opportunities, and threats, highlighting the practical realities of their operational and employee relationship challenges.
Table A: Summary of SWOT analysis pertaining HRCS in Tetra Pak
Desired State Characteristic Category Current State Rationale
Localization and aligning with the business and global guidelines
Best practice sharing across the cluster
Partnership Good Policies and procedures
Account management Partnership Client expectations that HR knows it all
To be Pro-active Delivering
Contextualizing Communication Perceived as lack of human touch
Contextualizing the rationale and having a pragmatic approach
Communication Too process driven – time consuming
Drive the correct mindset and culture that stakeholders will be more independent
Partnership Are we doing too much of tracking
Improve collaboration within the HR function Partnership We are working in silo(s)
Be more involved in strategic business stakeholder management
Partnership Good working relationship with stakeholders
HRCS on change management to support better employee experience
Learn to blow our own trumpet Communication Lack in marketing HRCS
Improve understanding of business Partnership Lack of Business knowledge
Having backups who are able to provide support whilst we are away
Partnership Cannot take leave with “peace”
Being aware of challenging both from external and internal, the global management team has defined a clear direction until 2020 to ensure sustainable profitable growth for whole group
One of the spotlights is making further progress in the development and deployment of digitally-enabled products, services and applications that will fuel growth and
Tetra Pak is actively enhancing productivity for both its customers and itself, focusing on solutions ranging from structured packages to predictive maintenance The company is currently engaged in multiple initiatives within this rapidly evolving and crucial sector of its operations.
Employee engagement is a top priority for Tetra Pak's management board, recognizing its importance for sustainable business success Every two years, the company conducts an employee engagement survey, providing the global management board and local operations with comprehensive statistics and benchmarks, including past results and comparisons to global high-performance norms In 2015, a significant gap was identified in the South Asia – East Asia and Oceania clusters regarding CHANGE AND COLLABORATION, highlighting the need for Tetra Pak Vietnam to focus on improvement in these areas Following the survey, results were shared with the team, root cause analysis was conducted, and an action plan was developed with prioritization at the cluster level However, the fast-paced business environment often leads to resistance to change among employees, which poses risks to business outcomes.
This figure below is from the 2016 Global Workforce study from Willis Towers Watson Organisations with LOW = below average traditional engagement 9.9 % Operating Margin HIGH = Organisations with above average traditional engagement 14.3 %
Figure 1.2: 2016 global workforce study - Source - Willis Tower Watson
Because of this essence, the strategy till 2020 is made:
Source – Internal document of Tetra Pak
Tetra Pak, renowned for its exceptional performance, is undertaking this study to address the necessity for sustainable and repeated changes within a specified timeframe, utilizing both financial and human resources The focus is particularly on change management in the realm of people management.
Literature review
Chapter introduction
In this chapter the researcher provides an overview of the existing relevant literature that characterizes the research problem and relates to research topic
Besides, this chapters presents the connection between the theory and the research questions and objective that stated in Chapter 1
The chapter also outlines theoretical framework, change and change management concept, conceptual framework and the empirical review.
Theoretical framework
This literature review explores the concepts of change and change management, highlighting key reasons and forms of change It presents the John Kotter and ADKAR models, with a particular emphasis on the eighth step of Kotter's model: making change stick The review focuses on employees as the primary recipients of change, examining their perceptions and the importance of leadership's change management skills Additionally, it addresses the critical issues of communication, resistance, and the transitional period for employees, emphasizing the interconnectedness of these factors with the change process.
Change is often described as a straightforward process of replacing the old with the new, as noted by De Jager (2001) It represents a journey from the past into the future, yet the implementation of change can be quite challenging Many individuals hesitate to abandon the familiar due to a natural suspicion of the unknown, which raises concerns about the transition and the potential for failure in learning new concepts.
In a corporate environment, change often represents a transition from the familiar to the unfamiliar, creating uncertainty about future outcomes This unpredictability can negatively affect employees' competence profiles and their ability to adapt to new situations Numerous studies and real-world observations indicate that many employees resist change unless there are clear benefits.
To achieve successful change, it is essential to communicate clear visions and reasons transparently to all stakeholders This requires the integration of key elements such as vision, mission, effective communication, leadership change management skills, employee contributions, and company culture Each of these factors plays a vital role in facilitating the change process.
- Vision orients the future business of company
- Mission acts like a guideline for change
- Communication and change management skills of leadership play key roles in change preparation
- Contribution of all relevant stakeholders will help to run a smooth and transparent process
- Company culture help people understanding the company’s way of working, business philosophy, or on the other hand change initiative will be influenced by company culture
In today's competitive business landscape, change is essential for organizations seeking a competitive advantage Those who effectively initiate and manage change are positioned as market leaders, recognizing the importance of a holistic approach that integrates structural, technological, and behavioral strategies.
There are many definitions of change managements, my most favourite definitions are:
“The coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organisation” BNET Business dictionary
A systematic approach to managing change is essential for both organizations and individuals This involves proactively adapting to change, controlling its impact, and effectively implementing necessary transformations By focusing on these key aspects, organizations can navigate change more successfully and foster resilience among their employees.
“Minimizing resistance to organisational change through involvement of key player and stakeholders” BusinessDictionary.com
”Change management is a style of management that aims to encourage organisations and individuals to deal effectively with the changes taking place in their work”
In term of execution, change management is a process with challenges when it comes to evaluate the effectiveness of change in an organisation
Successful change provides organizations with a competitive advantage, enabling them to adapt effectively from both internal and external perspectives However, implementing change is often challenging due to resistance and communication issues faced by management, which are significant contributors to change failures John Kotter identifies eight common mistakes in his book "Leading Change," emphasizing the importance of addressing these pitfalls to ensure successful transformation.
2 Falling to create a sufficient guiding coalition
3 Underestimating the power of vision
4 Under communicating the vision by factor of 10
5 Permitting obstacles to block the new vision
6 Falling to create short-term win
8 Neglecting to anchor changes firmly in the corporate culture
And of course, those errors cause surely consequence:
- New strategies are not implemented well
- Acquisitions don’t achieve expected synergies
- Reengineering takes too long and costs too much
- Downsizing doesn’t get cost under control
- Quality programs don’t deliver hoped for result
To eliminate errors, Kotter (1996) suggested the follow in solutions:
- Change practices and strategies must be managed and well executed
- All achievements must be scheduled ahead and relevant with expected results
- Restructuring should be done as soon as possible to ensure not only change will be effective but also cost and timing also effective and associated closely with change
- Manpower cutting off must be done in a proper manner with cost controlling and procedure respecting
- Quality deployment system must be carefully chosen to get the expected result
To thrive in the 21st century, organizations must transition from traditional management systems to modern approaches This shift requires a clear vision, a commitment to contemporary values, and a quality-oriented mindset at all levels Focusing on internal customers, embracing rapid adaptation, fostering innovation, and adopting a flat organizational structure are essential Additionally, organizations should prioritize flexibility, cross-functionality, globalization, and the expansion of their networks to ensure sustained success and reliability.
Effective leadership is crucial during the implementation of change, as it not only focuses on the change itself but also serves as a vital element in creating direction and fostering commitment among team members John Kotter, in his book "Leading Change" (2012), emphasizes that leadership shapes the vision for the future, aligns individuals with that vision, and motivates them to overcome obstacles He asserts that successful change relies on leadership for 70 to 90 percent of its effectiveness, in contrast to only 10 to 30 percent attributed to management Kotter clearly delineates the differences between management and leadership, highlighting the essential role of leaders in driving successful change initiatives.
Establish detail steps and timetable for achieving needed results, then allocating the resources necessary to make it happens
To successfully achieve plan requirements, it is essential to establish a clear structure, staff it with qualified individuals, and delegate the necessary responsibilities and authority Additionally, implementing comprehensive policies and procedures will guide team members in their tasks, while effective monitoring systems will ensure the plan's implementation is on track.
Monitoring results, identifying deviations from plan then planning and organizing to solve those problems
Develop a vision of the future, often the distant future and strategies for producing change needed to achieve that vision
Effectively communicate your vision through both words and actions to engage all potential collaborators, fostering the development of teams and coalitions that not only grasp the vision and strategies but also embrace their significance.
Energizing people to overcome major political, bureaucratic and resources barriers to change by satisfying basic but often unfulfilled, human needs
Produce a degree of predictability and order and has the potential to consistently produce the short-term results expected various steak-holders
(such as for customers, being always on time, for stock-holder, being on budget)
Driving significant change can lead to valuable outcomes, such as developing new products that meet customer demands and implementing innovative labor relations strategies that enhance a company's competitiveness.
Gary Yukl provides comprehensive guidelines for transformational leaders in his book "Leadership in Organizations," outlining key aspects essential for effective leadership.
- Explain how the vision can be attained
- Use dramatic, symbolic actions to emphasise key values
This research will explore and analyze six essential leadership skills required at Tetra Pak, which are fundamental for implementing successful change and enhancing performance across all staff levels Additionally, the skill matrix for these leadership elements is closely aligned with the varying levels of staff within the organization.
Figure 2.1: 8 step process of leading change – Source https://www.kotterinc.com/8- steps-process-for-leading-change/
According to figure D, there are 8 step process to identify the success factors for change management Function of each step is described as follows:
Step 1: Create a sense of urgency
For effective change to occur, it is essential that the entire organization embraces the desire for transformation This collective commitment fosters a heightened sense of urgency, which is crucial for generating the initial motivation needed to drive progress.
Research methodology
Chapter introduction
The research design, population, survey method, data collection process, validity, reliability and data analysis being use will be presented in this chapter.
Research design
Research design serves as the blueprint for data collection, measurement, and analysis Primary data will be gathered through surveys, including online questionnaires and individual or group interviews, which will then be analyzed using a qualitative approach The interpretation of the analyzed data will lead to defining solutions aimed at sustaining consistent and reliable change.
The design of the study was carried out within Tetra Pak Vietnam therefore the geographical scope is small and makes the survey easier to conduct.
Population
The research focused on middle management employees at Tetra Pak, who play a crucial role in implementing change With a total of 25 individuals in this level, from supervisors upwards, the findings are based on the insights gathered from these targeted employees, allowing for a comprehensive understanding of their perspectives.
Data collection
Department Target Population Sample Size
Primary data for the research was collected from Tetra Pak employees in Vietnam through a multi-method approach, comprising a questionnaire distributed in both hard copy and electronic formats, as well as individual and group interviews to gather in-depth perceptions on change and change management The questionnaire was carefully designed to be easily understandable and effective in reflecting the study topics, featuring a mix of open and closed questions To ensure a high response rate, the questionnaire was administered during working hours.
During free and break times, individual and group interviews were conducted with employees using a prepared list of questions This approach aims to elicit open and honest feedback regarding change and change management within the company.
Data analysis
The data analysis utilized a qualitative technique, employing an interpretive approach based on the collected data Additionally, face-to-face interviews were conducted to explore and clarify perceptions and behaviors within an ethnographic context.
Qualitative statements aim to present, explain, and interpret the studied phenomenon rather than verify the study itself The analysis of the results involves gathering the perceptions and insights of the participants.
Using qualitative approach in this research supported the author to:
Understanding the bigger picture of change within organisation, it includes change management, change procedure and practices;
Understanding staff perceptions and understanding on change, especially change in human resource management in last 10 years in Tetra Pak;
Observing the relationships within organisation;
Making predictions about solutions to ensure change repeatedly and effectively;
Table 3.1: The summary of data collection and analysis is stated as below:
Understanding perceptions of employees pertaining change and change management
Frequency Percentage Interpretive approach Evaluate the impact of employees’ understanding about change on resistance on change
Frequency Percentage Interpretive approach Finding the solutions for change repeatedly and reliably Primary data
Result and finding
Chapter introduction
This chapter presents the data analysis, findings, and interpretations, with results illustrated through tables and diagrams The analyzed data is organized by subjects that align with the study's objectives.
Respond rate
A total of 25 questionnaires were distributed, all of which were returned fully completed, resulting in a 100% response rate Esteemed scholars indicate that a return rate exceeding 70% is considered excellent and adequate for research purposes.
Demographic characteristics
This section describes all about information relevant to respondents such as age, gender, education background, service years in current position, service years in Tetra Pak
Figure 4.1: Gender of respondents - Source: Author’s own survey
Figure 4.1 indicated that most of employees in Tetra Pak are male The disparity is quite big and reflects the truth of gender imbalance in high tech industry
Figure 4.2: Age of respondents - Source: Author’s own survey
The survey results indicate that only 4% of Tetra Pak employees are over the age of 50, suggesting that the majority of the workforce is in their middle age This demographic is often considered the most productive, which can significantly enhance the company's overall performance.
Figure 4.3: Education background of respondents - Source: Author’s own survey
The results in Figure 4.3 indicate that nearly all employees at Tetra Pak hold postgraduate degrees, with only 16% having a diploma This underscores the management's strategy to employ highly educated team members as a foundation for the new factory, suggesting that employees possess strong learning abilities and adaptability to change Such a skilled workforce can significantly enhance organizational performance.
Figure 4.4: Position of respondents - Source: Author’s own survey
The research targets middle management within companies, as evidenced by Figure 4.4, which indicates that over 50% of respondents hold positions as managers or supervisors These roles are crucial, as they represent the primary workforce responsible for implementing and executing organizational change.
Figure 4.5: Service years in current position - Source: Author’s own survey
A survey revealed that 28% of employees have been in their current positions for less than three years, indicating a potential focus on succession planning within the company's people strategy This transitional phase is crucial for effective manpower staffing in the corporate environment.
SERVICE YEARS IN CURRENT POSITION
SERVICE YEARS AT TETRA PAK
Figure 4.6 illustrates the tenure of Tetra Pak employees, revealing that 24% have worked at the company for less than 2 years, while 16% have over 15 years of experience This distribution highlights the presence of seasoned professionals within the organization The data suggests that the transfer of knowledge and company values from experienced employees to newer hires will foster ongoing learning and enhance overall company performance.
4.4 Employees’ perception on change in human resource management
This section's questionnaire aims to assess employee awareness regarding changes in human resources management It will explore the reasons for these changes, the effectiveness of communication during the transition, and the key success factors Additionally, it will examine the change management project, the change management skills of line managers, and the essential functions of the human resources department needed to facilitate these changes.
The table 4.1 below shows the feedbacks from respondents about roles and responsibilities of Human Resource Management in company
The majority of respondents with over five years of experience at Tetra Pak have a clear understanding of the roles and responsibilities of HR departments Many of these individuals have held multiple positions over the past decade and have served as human resource change executives within the organization.
Employees often conflate the roles of Human Resource Management (HRM) with routine administrative tasks, particularly those working at Tetra Pak for less than two years However, the HRM department is responsible for broader organizational functions, including change management and aligning human resources with future needs This misunderstanding highlights the need for clearer communication regarding HRM's strategic role within the company.
Many respondents continue to misunderstand the role of a Human Resources Manager within a company Specifically, 24% of participants, equating to six individuals, firmly believe that the Human Resources Manager is responsible for overseeing all functions of the HR department.
Many employees perceive the HR Department as strictly enforcing policies, with 24% of respondents expressing this belief This perception may stem from a lack of proper induction during the onboarding process.
Findings from this question are very important for researcher to identify implications on a later stage
Table 4.1: Breakdown of awareness of employees about functions and responsibilities of Human resource department
How do you understand about functions and responsibilities of Human Resource department in company?
Answer options Right Don’t know Wrong Response count
HR Department manages people by policies 20 5 25
HR Department is responsible for proactively deploying Global HR strategy through direction for employee to implement their tasks to reach company's strategy 22 3
HR Department is responsible for solving problems related to people through expertise of its staff 25
25 Respective line manager is the person in charge of solving problems related to people with expertise support from HR Department 18 7 25
HRM is the person in charge of managing all function of HR Department 6 19 25
Human Resource Management (HRM) serves as a strategic partner to various cross-functional departments, offering support and advice on all aspects related to personnel management Additionally, HRM acts as a coordinator, ensuring that the quality of services provided by the HR Department meets the needs of other departments effectively.
HR Department in charge of internal matters 25 25
HR Department in charge of both internal and external matters 25 25
HR Department focuses on short term requirements such as cost reducing or improving product quality of company 10 15 25
HR Department focuses on long term strategies such as investment effectiveness or sustainability of company's knowledge 17 8 25
HR Department is the change follower 9 16 25
HR Department is the change initiator and facilitator 10 15 25
HR Department controls employees strictly 17 8 25
HR Department control employees by giving them freedom to execute their jobs with responsibility 18 1 6 25
Figure 4.7: Awareness of employees about HR Departments functions - Source: Author’s own survey
A survey was conducted to assess employee awareness of the HR department's functions at Tetra Pak, with results illustrated in Figure 4.7 The findings indicate that 88% of managers accurately understood the roles and responsibilities of the HR department.
The HR Department plays a crucial role in proactively implementing the Global HR strategy, guiding employees to align their tasks with the company's objectives A significant 72% of respondents recognize that line managers are essential in addressing personnel issues, supported by HR experts Furthermore, 40% of respondents acknowledge that the HR department serves as a change initiator and facilitator, rather than merely following changes.
Despite receiving clear feedback regarding the functions of HR departments, many employees, particularly new hires and supervisors, still express confusion Notably, 24% of respondents mistakenly believe that the HR Manager oversees all HR functions, highlighting a lack of understanding about the roles within the department.
AWARENESS ABOUT HR DEPARTMENT'S FUNCTIONS
A significant 44% of respondents believe that the HR Manager does not serve as a strategic partner to other cross-functional departments, failing to support and advise on people-related issues while ensuring service quality from the HR Department Additionally, 32% of respondents feel that the HR Department does not prioritize long-term strategies, such as investment effectiveness or sustainability of knowledge within the company Furthermore, 60% perceive that HR focuses primarily on short-term needs like cost reduction and product quality improvement Notably, 24% of respondents feel they lack the freedom to execute their responsibilities effectively, a sentiment often stemming from the perspectives of newly employed staff.
Table 4.2: Breakdown satisfaction of employees about recent change in HRM System in company
Are you satisfied with recent change in HRM system of company?
Answer options Response count Response percent
SATISFACTION ABOUT CHANGE IN HRM
Figure 4.8: Satisfaction about change in HRM System in Tetra Pak - Source:
Part A: Change understanding
Table 4.1: Breakdown of awareness of employees about functions and responsibilities of Human resource department
How do you understand about functions and responsibilities of Human Resource department in company?
Answer options Right Don’t know Wrong Response count
HR Department manages people by policies 20 5 25
HR Department is responsible for proactively deploying Global HR strategy through direction for employee to implement their tasks to reach company's strategy 22 3
HR Department is responsible for solving problems related to people through expertise of its staff 25
25 Respective line manager is the person in charge of solving problems related to people with expertise support from HR Department 18 7 25
HRM is the person in charge of managing all function of HR Department 6 19 25
Human Resource Management (HRM) serves as a strategic partner to various cross-functional departments, offering support and advice on all people-related matters Additionally, HRM acts as a coordinator to guarantee the quality of services provided by the HR Department to other divisions.
HR Department in charge of internal matters 25 25
HR Department in charge of both internal and external matters 25 25
HR Department focuses on short term requirements such as cost reducing or improving product quality of company 10 15 25
HR Department focuses on long term strategies such as investment effectiveness or sustainability of company's knowledge 17 8 25
HR Department is the change follower 9 16 25
HR Department is the change initiator and facilitator 10 15 25
HR Department controls employees strictly 17 8 25
HR Department control employees by giving them freedom to execute their jobs with responsibility 18 1 6 25
Figure 4.7: Awareness of employees about HR Departments functions - Source: Author’s own survey
A survey was conducted to assess employee awareness of the HR department's functions at Tetra Pak, with results illustrated in Figure 4.7 The findings reveal that a significant 88% of managers accurately understood the roles and responsibilities of the HR department.
According to the survey, 22 responders recognize that the HR Department plays a crucial role in proactively implementing the Global HR strategy, guiding employees in their tasks to align with the company's objectives Additionally, 72% of responders acknowledge that line managers are key to addressing personnel-related issues, with support from HR experts Furthermore, 40% of responders understand that the HR department serves as a change initiator and facilitator, rather than merely following changes.
Despite receiving clear feedback regarding the functions of HR departments, many employees, particularly new hires and supervisors, still express confusion Notably, 24% of respondents mistakenly believe that the HR Manager oversees all HR functions, highlighting a lack of understanding about the department's structure and roles.
AWARENESS ABOUT HR DEPARTMENT'S FUNCTIONS
A significant portion of responders, 44% (11), believe that the HR Manager does not serve as a strategic partner to other departments, failing to provide comprehensive support and coordination for HR services Additionally, 32% (8) of respondents feel that the HR Department does not prioritize long-term strategies like investment effectiveness or sustainability Instead, 60% (15) perceive that the HR focus is predominantly on short-term goals, such as cost reduction and product quality improvement Furthermore, 24% (6) of responders feel they lack the autonomy to perform their roles responsibly, a misconception often stemming from the perspectives of newly hired staff.
Table 4.2: Breakdown satisfaction of employees about recent change in HRM System in company
Are you satisfied with recent change in HRM system of company?
Answer options Response count Response percent
SATISFACTION ABOUT CHANGE IN HRM
Figure 4.8: Satisfaction about change in HRM System in Tetra Pak - Source:
Table 4.2 indicates that 52% of respondents, specifically those who have been with the company for 3-5 years, are dissatisfied with the recent changes in the HRM system Among the dissatisfied group, 5 are at the managerial level, while the rest are supervisors This finding serves as a critical alert for the management team, prompting them to analyze the underlying causes and develop an action plan to enhance employee satisfaction Further insights will be discussed in the expert interview and implications sections.
Table 4.3: Success evaluation of HRM strategy execution at department level
Is deployment HRM strategy in your departments executed successfully?
Figure 4.9: Success evaluation of HRM Strategy execution at department level - Source: Author’s own survey
The analysis of HR strategy execution at the departmental level reveals significant concerns, with only 32% of respondents affirming successful implementation Meanwhile, 16% were uncertain about the effectiveness of the HRM strategy, and a notable 48% disagreed, indicating a lack of successful deployment This dissent came from various roles, including both managers and supervisors, as well as HR department personnel, highlighting widespread skepticism regarding the execution of HRM strategies within their departments.
Success evaluation of HRM strategy execution
Strongly agree Agree Neither agree nor disagree Disagree
Table 4.4: Understanding reasons for HRM change
Do you understand reasons for change in HRM?
Please kindly give at least 5 reasons by ticking in appropriate box (from 1 is not important to 5 is the most important)
N ot im po rt ant Less im p or tan t Im po rtant V er y im po rtant Extr em el y im por tan t R es pons e coun t
Increasing Operational Efficiency/Standardization 1 5 6 5 8 25 Better knowledge & processes management Shared Services of HRM 1
Enhancing people management skills of middle level manager 3 3 5 7 7 25
Increasing Brand Awareness and competitive advantage of company 2 7
Improvement of the quality of product and service 2 7 8 6 2 25 Creating "buy in" of employees into organizational change in
Requirement on improvement of the quality of service
Standardizing competence profile for all positions as of global standard 2 2 7 6 8 25
Figure 4.10: Understanding reasons for HRM change - Source: Author’s own survey
Respondents identified the top five reasons for changes in Human Resource Management (HRM) as outlined in Table 4.4 These key factors highlight the most significant motivations driving HRM transformation.
1 Standardizing competence profile for all positions as of global standard (32%)
3 Enhancing people management skills of middle level manager (28%)
4 Better knowledge & processes management Shared Services of HRM (20%)
5 Creating "buy in" of employees into organizational change in 4.0 industry (16%)
In addition to the top five reasons previously mentioned, a significant number of respondents believe that the ongoing restructuring in Human Resource Management at Tetra Pak is primarily aimed at cost-cutting, with 32% considering this a crucial factor Furthermore, 24% of respondents emphasized the importance of enhancing quality and service as a key motivation for the changes.
REASONS FOR HRM CHANGE Not important
Are the above mentioned reasons communicated to you clearly
Answer option Response count Response percent
Figure 4.11: Clear reasons communication - Source: Author’s own survey
According to the results in Table 4.5, only 24% of respondents felt that the reasons for change were communicated clearly, while 68% indicated that the communication was either unclear (32%) or somewhat clear (36%) This feedback predominantly came from newly hired employees and supervisors.
Extreamly clearly Very clearly A little bit clearlyNot so clearly Absolutely unclearly
Table 4.6: Success factor for change
Which factors do you think leading success change in company?
Please kindly give at least 5 reasons by ticking in appropriate box (from 1 is not important to 5 is the most important)
N ot i m po rt ant Less im p or tan t Im po rtant V er y i m po rtant Extr em el y im p or tan t R es pons e c oun t
1 2 3 4 5 Integrating changing plan (short term, middle term and long term plans) 1 4 9 8 3 25
Clear vision and communicated transparently 3 5 17 25
Strong commitment from top management 7 1
Effective leadership skills from top management 3 8 8 6 25 Change management skills from middle level management 2 7 7 9 25
Buy in motivation from employees 3 3 4 15 25
Strong coalition to lead change 4 4 17 25
Leading factor is company's culture: Understanding company's culture before leading change 1 3 6 1
Clear action plan and communicated effectively and specifically to respective parties 2 9 7 7 25
Clearly mentioning the roles of HR department with training middle level managers about change management skills and other functions of HR department
Figure 4.12: Success factor for change
Result in table 4.6 presented top 5 success factor for change:
1 Strong coalition to lead change (68%)
2 Clear vision and communicated transparently (68%)
3 Buy in motivation from employees (60%)
4 Change management skills from middle level manager (36%)
5 Strong commitment from top management (32%)
Integrating changing plan (short term, middle term…
Clear vision and communicated transparently
Strong commitment from top management Effective leadership skills from top management
Effective change management hinges on transparent communication and active involvement from executive leadership, fostering employee motivation and buy-in Essential project management skills are crucial in creating a sense of urgency for change, while a strong coalition is necessary to guide the transformation Ultimately, the driving force behind successful change initiatives is the company's culture, which must be understood and embraced by all stakeholders.
Clear action plan and communicated effectively and…
Clearly mentioning the roles of HR department with…
Not important Less important Important Very important Extremely important
Manager level is convinced by top 3 success factors:
- Clear vision and transparent communication
- Buy in motivation from employees
- Change management skills from middle level manager
Besides top 5 extremely important success factor for change, responders also mentioned about very important success factors for change as stated below:
2 Strong commitment from top management (40%)
3 Leading factor is company's culture: Understanding company's culture before leading change (40%)
5 Effective leadership skills from top management (32%)
6 Integrating changing plan (short term, middle term and long term plans (32%)
There are some responders thought that project management skill (32%) and management from executive officer (32%) are not important
Table 4.7: Change success factors done in company
Which factors do you think being done in company during change?
Please tick in appropriate box (from 1 is less frequency to 5 is the highest frequency)
1 2 3 4 5 Integrating changing plan (short term, middle term and long term plans)
Clear vision and communicated transparently 1 6 2 7 9 25
Strong commitment from top management 5 7 3 4 6 25
Effective leadership skills from top management 8 3 4 5 5 25 Change management skills from middle level management 8 9 3 2 3 25
Buy in motivation from employees 9 8 5 2 1 25
Strong coalition to lead change 3
5 3 8 6 25 Leading factor is company's culture: Understanding company's culture before leading change 8 8 9 25
Clear action plan and communicated effectively and specifically to respective parties 4 3 6 8 4 25
Clearly mentioning the roles of HR department with training middle level managers about change management skills and other functions of
Figure 4.13: Change success factors done in company - Source: Author’s own survey
The author aimed to gauge the awareness of responders regarding change execution within the company, particularly focusing on those with over five years of experience who have been trained from the initial stages of change The findings presented in Table 4.7 highlight the key factors influencing change within the organization.
1 Clear vision and communicated transparently (36%)
2 Leading factor is company's culture: Understanding company's culture before leading change (36%)
5 Strong coalition to lead change (24%)
6 Strong commitment from top management (24%)
The management team's strategy during the change process emphasized the importance of clearly communicating the company's vision before formulating a strategy By integrating company culture into the change, all employees are not only informed but also engaged in the transformation, ensuring a cohesive understanding and execution of the new direction.
A successful company culture emphasizes collaboration and equips the management team with change and project management skills Understanding that collaboration is crucial for success, especially during times of change, is essential Coalition members must recognize the urgency for change, represent the company's voice, and support those resistant to change by addressing their needs and helping them step out of their comfort zones.
Table 4.8: Satisfaction rate about change management skill of superior
Are you satisfied with change management skills that your superiors done in your departments/company?
Please tick in appropriate box (from 1 is not satisfied to 5 is extremely satisfied)
N ot sa tisf ied A bi t sa tis fied Sat isf ied V er y sa tisf ied Extr em el y sa tis fied R es pons e coun t
Taking actions with vision of company 4 6 5 4 6 25
Understanding and sympathy to subordinate and durable 6 4 6 7 2 25
Figure 4.14: Satisfaction rate about change management skill of superior - Source:
The purpose of this question is to assess the satisfaction levels of supervisors and managers regarding the change management skills of their superiors Respondents identified the top five change management skills that they believe are essential for effective leadership in navigating organizational change.
4 Taking action with vision of company (24%)
Part B: Expectations
Table 4.11: Expectations to change management in people management
Please consider the following conclusions and expectations from your side to change management in people management in company by ticking to the most suitable box with your opinions
Strongly Agree Agree Neutral Disagree Absolutely disagree Response count
I expected the change procedure implemented faster and more effectively
I expected the communication about the impacts of change more transparently
I expected deploy culture of excellent operation so that we can provide better product and service
I expected employees understand and be aware of change management so that they can adapt better with change in company
I expected to participate in change procedure from initial steps 9 9 7 25
I expected my superiors aware of my strength by coaching and training to develop myself
Figure 4.17: Expectations to change management in people management - Source: Author’s own survey
To effectively manage change in people management, it is essential to understand employee expectations This allows management to gain insights not only from their perspective but also from the experiences of the team members who implement, execute, or resist change This approach is crucial for fostering a comprehensive understanding of the change process.
Result in table 4.11 showed clearly top 5 expectations from responders when referring to change in people management:
1 I expected the communication about the impacts of change more transparently (36%)
2 I expected to participate in change procedure from initial steps (36%)
3 I expected my superiors aware of my strength by coaching and training to develop myself (32%)
4 I expected employees understand and be aware of change management so that they can adapt better with change in company (32%)
5 I expected deploy culture of excellent operation so that we can provide better product and service (32%)
EXPECTATIONS TO CHANGE MANGEMENT IN PEOPLE
In change management, key expectations from responders highlight essential skills for leaders to drive successful transformations These include transparent communication, securing employee buy-in during the change process, and providing training to develop change management skills among middle-level employees Additionally, fostering a strong operational culture across departments is critical Together, these factors are vital for ensuring sustainable change, particularly in people management, enabling consistent and reliable transformations.
Table 4.12: Employee’s satisfaction during change
Are you satisfied with your roles during change in company?
Strongly agree Agree Neither agree nor disagree Disagree
To assess employee satisfaction regarding their roles during organizational change, a survey was conducted, revealing that only 16% of respondents reported being strongly satisfied, while 24% felt satisfied In contrast, the survey indicated that 28% remained neutral and 32% expressed dissatisfaction, highlighting that over 50% of participants are not content with their roles This situation necessitates immediate action from higher management to improve employee engagement and support during the change process.
Part C: Leading change
Table 4.13: Critical activities from top management required during leading change
Please consider the following conclusions and comments to management board during leading change related to change in people management by ticking to the most suitable box with your opinions
Str on gl y A g ree A gr ee N eut ral D isa g ree A bsol u te ly di sa g ree R es pons e coun t
Management board urged change executed successfully
Management board focus on people 2
Management board created strategic vision for future
Management board is confident and optimistic about future after change 1
Management board communicated clearly about change reasons
Global and regional management board supported Tetra Pak Vietnam with change
Figure 4.19: Critical activities from top management required during leading change - Source: Author’s own survey
Top management's skills in leading change are crucial for organizational success To assess their effectiveness in this area, the author formulated a specific question aimed at uncovering their actions during the change process The responses to this question provided valuable insights into the awareness of participants regarding the ongoing changes within the organization.
Top 5 critical activities that leading team done during change as per responders are:
1 Management board focus on people (80%)
2 Management board is confident and optimistic about future after change (60%)
3 Management board created strategic vision for future (32%)
4 Management board urged change executed successfully (24%)
5 Global and regional management board supported Tetra Pak Vietnam with change (24%)
The findings highlight that at Tetra Pak, people are the most valuable asset, from the global to local levels The management recognizes their role in driving change, yet it is the employees who effectively manage and implement this transformation Additionally, establishing a clear vision is crucial for the entire organization.
CRITICAL ACTIVITIES OF TOP MANAGEMENT BOARD DURING
Absolutely disagree Strongly agree Agree
Absolutely disagree Strongly agree Agree
Table 4.14: Awareness and knowledge about change execution
Are you aware and trained for change execution?
Figure 4.20: Awareness and knowledge about change execution - Source: Author’s own survey
This question was made to explore the awareness and knowledge of responders about change execution The author wanted to know if the responders were trained
Strongly agree Agree Neither agree nor disagree Disagree
A recent study on change execution revealed that only managers and employees with over five years of tenure received training on change management Specifically, 12% (3 individuals) strongly agreed, and 24% (6 individuals) agreed that they had received training for change deployment, with three of those respondents being part of the management board.
In a recent survey, 32% of respondents were uncertain about their training in change execution, while 24% reported being completely unaware of the change execution process This highlights a significant gap in employee awareness during transition periods.
During the transition period of change in a company, particularly in human resource management, how do you feel? Please indicate your feelings by ticking the appropriate box, with 1 representing the lowest level of satisfaction and 5 representing the highest.
Satisfied with my current job 3 6 7 7 2 25
Figure 4.21: Feeling of employee during transition period - Source: Author’s own survey
Understanding employee sentiments during periods of change is essential, as individuals typically prefer their comfort zones and may resist transitions Recognizing their feelings during these times allows management to develop effective action plans that facilitate successful change This inquiry aims to gather insights for this purpose.
Result showed top 5 feeling of responders during transition period of change:
The responses during the transition period reflect a mix of emotions among long-term employees Many of these responders expressed understanding and sympathy towards the company, recognizing that change is essential for success in an industry heavily reliant on digital operations.
65 transition Some responders even felt angry (20%) during transitions period, it came from supervisor level
On other side of picture showed that, responders also felt committed (36%), full energy and satisfied with their current job (28%) Same rate (28%) felt stressful and 16% felt somehow scary
During transitional periods, individuals experience a range of emotions, from negative feelings like panic and confusion to positive ones such as joy and motivation, especially among those dissatisfied with their current roles Managing these diverse emotions can be challenging; however, understanding various perspectives is crucial for managers to effectively navigate change.
Table 4.16: Success factors for transition period
Please consider the following conclusions giving your opinion about important factors during transition period by ticking to the most suitable box, 1 is the lowest and 5 is the highest
During the transition period, it is essential to implement transparent policies and procedures to guide employees effectively Providing awareness training will help staff understand the changes taking place Additionally, employees should receive training to develop the necessary skills for adapting to these changes, whether through formal courses or on-the-job learning A detailed staffing plan for each department is also crucial to ensure a smooth transition and maintain operational efficiency.
2 25 Enhancing awareness of company's culture 4 6 8 7 25 Consultant team with in depth knowledge and company's voice to support the resistant during transition period 6 7 1
Figure 4.22: Success factors for transition period - Source: Author’s own survey
Successful change largely hinges on the transition period, making it essential to understand employees' feelings during this phase A well-prepared action plan and proper execution are critical for achieving change success To analyze the factors influencing this transitional phase, the author solicited feedback from respondents, which yielded clearly categorized results.
2 Consultant team with in depth knowledge and company's voice to support the resistant during transition period (48%)
3 Transparent policies and procedures for transition period (36%)
4 Awareness training about transition period (28%)
5 Enhancing awareness of company's culture (28%)
To successfully navigate a transition period, it is essential to have a knowledgeable team that effectively communicates the vision for change and represents the company's voice A clear and transparent execution plan is crucial for implementing this change successfully Additionally, integrating the company's culture during this transition is vital, as it fosters understanding and alignment with the organization's values.
67 fundamental for all business success, not only change in general or transitional phase during change in particular
Table 4.17: Effectiveness of change in HRM
Can you please evaluate the effectiveness of change in human resource management in company? Please tick in the appropriate box
Answer option Response count Response percent
Figure 4.23: Effectiveness of change in HRM - Source: Author’s own survey
EFFECTIVENESS OF CHANGE IN HRM
Extremely effectiveVery effectiveNeutralNot really effectiveAbsolutly not effective
A recent evaluation of employee feedback on the effectiveness of changes in Human Resource Management (HRM) within the company revealed mixed results Only 12% of respondents rated the changes as very effective, while 28% provided neutral responses In contrast, 36% indicated that the changes were not really effective, and 24% expressed that they found the changes to be absolutely not effective.
The recent employee engagement survey has raised significant concerns regarding the effectiveness of changes in Human Resource Management (HRM) within the company These findings prompt the management team to take immediate action in order to identify and implement the most effective solutions for successful HRM transformation.
4.8 SOLUTIONS AND RECOMMENDATION FOR MAINTAIN CHANGE
In addition to distributing questionnaires, the researcher conducted face-to-face interviews with respondents to gather their insights on achieving reliable and sustainable changes in Human Resource Management (HRM) The researcher inquired about potential strategies that the HR management team and Tetra Pak's overall management could implement to facilitate consistent improvements in HRM practices The feedback from the interviewees provided valuable recommendations, summarized as follows:
A comprehensive induction plan for new hires is essential, encompassing not only HR orientation but also cross-functional orientation This thorough onboarding process should be completed within the first two weeks to ensure new employees are well-integrated into the company culture and understand their roles across different departments.
- Clear and transparent communication about all related to change
- Integrate change management skills in leadership elements for training, coaching and performance evaluating
- Clear induction about HR Org chart, functions, roles and responsibilities of
- Make new hires feels like home
- Clearly mentioning about the impacts whenever there is change
- Not enough awareness training before change
- Leadership should be more decisive
- Recognition program for people involving in change as they have additional workload
- Should have a dedicated change ambassador
- More training about project management for line managers
- Buy in all people manager at the initial steps of HRM change
- Clear roadmap for change management with clear roles and responsibilities
- Focus on succession planning by internal sourcing
- Clear key management indicators clear action management indicator clear performance indicator for change management of HRM and communicated to all respective partners
- Risk assessment for change in HRM so that impact of change will be managed and controlled in a proper manner
- Manage well all life cycle of employees in company