Maintain change in human resources management of tetra pak company

Researchquestions

Viap r i m a r y q u e s t i o n s t h e a u t h o r s e e k s f o r u n d e r s t a n d i n g i n d e p t h o f c o n t e x t ofchangeandchangemanagementfrompointsofviewofemployees.Th equestionsared r a f t e d asbelow:

1.4.2 Whata n d h o w we r e employeeex p e r i e n ce s w i t h c h a n g e a n d c h a n g e m anagementintheirdepartmentsandwithinorganisation?

1.4.5 Whatdid employeesunderstandabout roles ofmanagers,managementboard i n c h a n g e a n d c h a n g e management,b o t h i n g e n e r a l a s p e c t a n d i n humanresourcemanagement?

Generalobjective

Fromt h e p o i n t o f v i e w s o f employeesa b o u t c h a n g e a n d c h a n g e m a n a g e m e n t t h e a u t h o r mightdefinetheinsightsaboutemployee’sbelievesaboutchangeth atechoesin si d e theorganisationandmightconsiderthoseechoesasinitiativesforasuc cessful

8 changei n h u m a n r e s o u r c e management.Fromt h a t p o i n t s s o l u t i o n s f o r maintainc h a n g e a n d c h a n g e managementr e p e a t e d l y andr e l i a b l y inH R M w i l l b e p r o p o s e d Withr e g a r d fromt h e f i n d i n g s , t h e s t u d y r e v e a l s t h e n e e d f u l f a c t o r s f o r maintainc h a n g e frequentlyandreliably.

TetraPak

TetraPakwasfoundedbyRubenRausingandbuiltonErikWallenberg'sinnovation,atetra hedron-shapedplastic- coatedpapercarton,fromwhichthecompanynamewasd e r i v e d Inthe1960sand197 0sthedevelopmentoftheTetraBrikpackageandtheasepticpackagingtechnolo gymadepossibleacoldchainsupply,substantiallyf a c i l i t a t i n g d i s t r i b u t i o n a n d s t o r a g e F r o m t h e b e g i n n i n g o f t h e 1 9 5 0 s t o t h e m i d -

1 9 9 0 s thecompanywasheadedbythetwosonsofRubenRausing, HansandGa d,whot o o k t h e c o m p a n y froma f a m i l y b u s i n e s s o f s i x employees,i n 1

TetraP a k isa multinationalf o o d p a c k a g i n g a n d p r o c e s s i n g c o m p a n y o f S w e d i s h o r i g i n withheadofficesinLund,Sweden,andLausanne,Switzerland.Thecom panyof f er s packagingsolutions,fillingmachinesandprocessingsolutionsfordai ry,b ev erag es, cheese,ice-creamandpreparedfood.

P R O T E C T WHATGOOD”.Theybringpromisetolifebycommittingtoprotectfood,to protectp e o p l e andtoprotectfuture.

Whenitcomestofood,companyworkingwithcustomersandpartnerstomakefoods a f e andavailableeverywherethroughourinnovativeandmarket- leadingfoodp r o c e s s i n g , packagingandservicesolutions.

Company’sb u s i n e s s p h i l o s o p h y is p r o t ec t i n g t h e f u t u r e o f o u r e a r t h a n d l o n g - t e r m successofclients–Sourcehttps://tetrapak.com/sustainability.

InTetraPakResearchandDevelopmentisthecorecompetitiveadvantageofcom pany.Ascustomersalwaysneed faster,better andcheaperdevelopmentto reduce

9 theiro p e r a t i o n a l c o s t a n d t o i n c r e a s e p e r f o r m a n c e i n o r d e r t o r e m a i n c o m p e t i t i v e Co m p an y investsin technologyand newproductsinresponse tocustomers,consumera n d marketdynamics–Source-https://tetrapak.com/about/tetra-pak-in- brief.

In ordertoremaincompetitive in themarketchangeand changemanagementarecorecompetenceofcompanyand itspeopleto ensure innovation,development andgrowthstably.HumancapitalinTetraPaknowadaysisencouragetodevelopthemselves andd e v e l o p otherstomeethigherandhigherexpectationfromcustomers.

TetraPakBinhDuongJSC.foundedin2016,andinOctober2017theyorganizedtheground breaking ceremonyforliquid foodspackagingfactory int he Industrial Zo ne V

EastAsiaandOceania,wherethedemando n milkandbeverageisgettinghigherandhighe r.Thisfactorywillhelpcompanytog e t closertotheircustomersandshortentheirleadtime.

PertaininghumanmanagementinTetraPak,since2008companylaunchednewHR modelnamedHRONEversion1.0thatswitchingfromadministrativehumanresourcem a n a g e m e n t t o s t r a t e g i c humanr e s o u r c e m a n a g e m e n t By2 0 1 6 , v e r s i o n 2

H R practiceandplaydifferentiatedandstrategicroles and iscenteredinembeddedH R a n d H R c e n t e r s ofe x p e r t i s e T h e n c o u n t r y s e r v i c e s a n d c o r e s e r v i c e s playa s “one-stop- shop”f o r employeer e l a t i o n s , c o m p e n s a t i o n s a n d b e n e f i t s , t r a i n i n g a n d d e v e l o p m e n t , o r anyo t h e r H R r e l a t e d r e q u i s i t i o n s , e n s u r i n g p r o m p t a n d a c c u r a t e supportf o r allemploymentrelatedi s s u e s Thankstothosest andardizedandc e n t r a l i z e d waymanyadministrativetasksaredoneinaveryeffectiveway. TetraPaka l s o deploysadigitalplatformwhereemployeescan findanswerforstandard,routineq u e s t i o n s Theverytechnologyallowsservicecenters approachemployeeeasierando n theotherhandenablesemployees’concernsandneeds tobeunraveledwithfewerd e d i c a t e d H R staff.Ones i g n i f i c a n t c h a n g e i n t h i s

H R m o d e l ist h e r o l e s o f l i n e manager,withfacilitationfromHRCSexperts,they willplaythekeyrolesofpeoplem a n a g e m e n t Whereas,asbeforesaid,HRstaffplaysasfac ilitators.

Problemstatement……………………………………………………… 10C h a p t e r IIL i t e r a t u r ereview…………………………………………………………162 1 Chapter introduction

Businesssloweddownin2016and2017wasayearinwhich thepace ofGDPgrowthq u i ck e n e d ineightofTetraPaktoptenmarkets,includingRussiaan dBrazil,where

After two years of economic downturn, 11 muted recoveries have been reversed, with three of the company's five geographic clusters reporting year-on-year improvements in net sales Notably, Europe experienced a 1 percent growth, breaking a four-year negative trend However, for the first time in over a decade, the Greater Middle East and Africa saw a year-on-year decline in net sales due to challenging market conditions in Egypt, Pakistan, and the Arabian region, significantly impacting laminated packaging material sales The packaging business climate remains harsh, as consumption in core categories continues to decline amid an increasingly aggressive competitive environment, particularly in the packaging materials segment This downturn was reflected in 2017, when sales of packaging materials dropped, influenced by ongoing weaknesses in core categories and a shift in product mix from family packs to portion packs, alongside net pricing reductions in response to global competition.

Source-http://www.tetralaval.com/about-tetra- laval/comments-by-tetra-pak- ceo

EvenVietnambelongstoclusteroftoptenmarket,butTetraPakVietnamstillfacedwit h c h a l l e n g i n g , e s p e c i a l l y withr e t a i n i n g p e o p l e a s t h e c o m p e t i t o r s h a v e r i s e n u p stronglyrecently.Talentedandwell-trainedemployees leftTetraPak(turnoverratein2 0 1 7 higherthan20%,mostly camefromtechniciana ndengineer le vel ), employeeengagementlow,employees’expectationintermofcaree radvancementopportunitiesv e ryhigh.

Foreseeingsuchchangeandchallengingthroughdailyoperationandemployeer e l a t i o n s h i p , HRteamhasdoneSWOTanalysistodefine“whereweare”thenhaveana p p r o p r i a t e a c t i o n p l a n T h e analysiss h o w e d a v e r y obvioust r u t h a n d p r a c t i c a l situation:

Contextualizingt h e rationalea ndhavinga pragmaticapproach Communication Tooprocessdriven–timeconsuming

Partnership Good working relationship withstakeholders

Learn to blow our owntrumpet Communication LackinmarketingHRCS

Improve understanding ofbusiness Partnership LackofBusinessknowledge

Beingawareofchallengingbothfromexternalandinternal,theglobalmanagem entteam hasdefinedacleardirectionuntil2020toensuresustainableprofitableg rowthforwholegroup.

13 productivityforcom pa ny ’s customers, aswel l asfor com pa ny itself,from codi fiedp a c k a g e s topredictivemaintenance.InTetraPak,theyh a v e severalstreamsofa c t i v i t y nowunderwayinthisfast- movingandincreasinglysignificantareaoftheirbusiness.S o u r c e -h t t p : / / w w w t e t r a l a v a l c o m / a b o u t - t e t r a - l a v a l / c o m m e n t s - b y - t e t r a - pak- ceo

Anotherfocusisonemployeeengagement.Themanagementboardisunderstandablet h e valueofachievingsustainableengagementisbusinesspriority.Thoughin Te traPak,e v e r y 2 yearst h e r e w i l l b e e m p l o y e e engagements u r v e y a n d s h o w tog l o b a l m a n a g e m e n t b o a r d a n d r e s p e c t i v e c l u s t e r s or localo p e r a t i o n s a full picturea n d statisticsaboutemployeeengagementwithvariousbenchmarkssuchasresulti nthep a s t , r e s u l t o f T e t r a P a k g l o b a l a n d G l o b a l H i g h P e r f o r m a n c e nor mss o t h a t theypreparea c t i o n p l a n t o r e g a i n e n g a g e m e n t I n 2 0 1 5 , t h e b i g g e s t a n d mostc r i t i c a l d iff er en ce o f c l u s t e r S o u t h A s i a –

E a s t A i s a a n d O c e a n i a w i t h G l o b a l H i g h PerformancenormisCHANGEANDC OLLABORATION.AndTetraPakVietnamw a s n o t a n outsider,oneo f hotp o t a t o e s thinT e t r a P a k V i e t n a m n e e d s t o takeimprovingactionisCHANGE.Basesonthisfact,surveyresultwascommunicatedto team,root causeanalysiswasmade,action plan wasalso made withprioritizationandco n s o l id a t i o n w i t h c l u s t e r l e v e l B u t t h e f a c t f i g u r e d o u t t h a t i n fastp a c e b u s i n e s s , peopleoftendeclineorresistwithchange,thatleadsbusinesso utcomeatrisk.

Thisf i g u r e b e l o w i s f r o m t h e 2 0 1 6 G l o b a l W o r k f o r c e s t u d y fromW i l l i s T o w e r s WatsonOrganisations w it h LOW = belowaverage t r a d i t i o n a l e ngagement 9 9 %OperatingMargin.HIGH=Organisationswithaboveaveragetraditio nalengagement

T e t r a P a k w a n t s t h e i r c h a n g e r e p e a t e d l y a n d sustainablyina givenamountoftim e,financialandhumanr e s o u r c e s E s p e c i a l l y c h a n g e andchangemanagementin peoplemanagement.

Theoreticalframework

Change

DeJager(2001,p.24)statedthat:Changeisasimpleprocess.Atleast,it’ssimpletodescr ibe.I t o c c u r s w h e n e v e r wer e p l a c e t h e o l d w i t h t h e n e w C h a n g e i s a b o u t travellingfromtheoldtothenew,leavingyesterdaybehindinexchangeforthenewto morrow.Butimplementingchangeisincrediblydifficult.Mostpeoplearereluctanttol e a v e t h e f a m i l i a r b e h i n d Wea r e a l l s u s p i c i o u s a b o u t t h e u n f a m i l i a r ; w e a r e na tu ra ll y concernedabouthowwegetfromtheoldtothenew,especiallyifitinvolvesle arningsomethingnewandriskingfailure.

Incorporating environmental change can be likened to transitioning from the known to the unknown, as the future outcomes of change remain uncertain and can adversely affect employees' competence and adaptability Research shows that most employees resist change unless clear visions and reasons are transparently communicated Therefore, successful change requires the integration of key factors such as vision, mission, effective communication, leadership change management skills, employee contributions, and company culture Each of these elements plays a vital role in facilitating a smooth transition during periods of change.

- Companyc u l t u r e h e l p p e o p l e u n d e r s t a n d i n g t h e company’sw a y o f w o r k i n g , business philosophy,or onthe other handchangeinitiative willbeinfluencedbycompanyculture.

Changemanagement

“… asystematic approach todealingwithchange,bothfromthep e rs p ec t i v e ofan organisationandontheindividuallevel… proactivelyaddressingadaptingtochange,c o n t r o l l i n g change,andeffectingchange”CaseWesternReserveUniversity.

”Changemanagementisastyleofmanagementthataimstoencourageorganisationsa n d i n d i v i d u a l s tod e a l e f f e c t i v e l y w i t h t h e c h a n g e s t a k i n g p l a c e i n t h e i r work”E n g l ish CollinsDictionary.

In term ofexecution, changemanagementisa processwithchallenges whenitcomestoevaluatetheeffectivenessofchangeinanorganisation.

Asp r e v i o u s l y m e n t i o n e d , s u c c e s s f u l c h a n g e i s t h e c o m p e t i t i v e a d v a n t a g e t o t h e i r competitorsoforganization.Andallchangewillhelporganizationtoada pt,especiallyi n managementp e r s p e c t i v e O r g a n i z a t i o n c a n a d a p t i n t e r n a l l y or e x t e r n a l l y , w i t h i n microormacroscope.Butchangehasneverbeeneasy.Itmust behighlightedthatalmostorganizationsmanagementsarefacingissuesofresistancean dcommunicationw h e n itcomestochange.Theyarekeycontributorsandrootcause schangefailure.J o h n K o t t e r h a s l i s t e d 8 c o m m o n mistakesc l e a r l y i n “ L e a d i n g c h a n g e “ ( L e a d i n g c h a n g e , 2012page16):

- Restructuringshouldbedoneassoonaspossibletoensurenotonlychangew i l l beeff ectivebutalsocostandtimingalsoeffectiveandassociatedcl o s e ly withchange

Tosurvivein21 stcentury, organizationsneedtoshiftfromtraditionalmanagement s y s t e m t o moderno n e I n o r d e r t o m a i n t a i n a s u c c e s s f u l a n d reliables w i t c h i n g , o r g a n i z a t i o n s shouldequipforthemselveswithclearvisiondescriptio n,moderndayv a l u e , qualityorientedmindsetofalllevels,internalcustomers(st akeholder)focus,f a s t paceadaption,innovation,flatorganizationchart,flexibility,c ross-functionality,glob al izatio n andexpandingnetwork.

Transformationalleadership

Thekeyroleduringchangeimplementationis leading.Theleadersstylewillnotonlyfocusonchangebutalsoisthekeyelementforcrea tingdirectionandcommitment.A c c o r d i n g toJohnKotter(Leadingchange,2012 page28)Leadershipdefineswhatt h e futureshouldlooklike,alignpeoplewiththatvisi onandinspiresthemtomakeith a p p e n s d e s p i t e t h e o b s t a c l e s A c c o r d i n g toK o t t e r s u c c e s s f u l c h a n g e d e p e n d s o n leadershipfrom70to90percentwhereas 10to30percentofmanagement.Healsos t a t e d c l e a r l y inh i s b o o k ( L e a d i n g c h a n g e 2 0 1 2 , p a g e 29),i t s h o w s c l e a r l y t h e d i f f e r e n c e s betweenmanage mentandleadership:

Achieving a level of predictability and order can lead to consistently meeting short-term expectations for various stakeholders For customers, this means timely service, while for shareholders, it involves staying within budget.

Establishdetails t e p s andtimetablef o r a c h i e v i n g neededresults,thenallocatingthereso urcesnecessaryto makeithappens.

Establishs o m e structuref o r accomplishingp l a n requirements,s t a f f i n g t h a t s t r u c t u r e withindividuals,delegatingresponsibilit yanda u t h o r i t y t o c a r r y o u t t h e p l a n , p rovidingpoliciesandprocedurestohelpguidepe opleandcreatingmethodsorsystemsto monitorimplementation.

Controllingandproblemsolving:Mon it or in gresults,identifyingd e v i a t i o n s fromp l a n t h e n p l a n n i n g andorganizingt o so lv e th os e problems.

Developavisionofthefuture,oftenthedistantfu tureandstrategiesf o r p r o d u c i n g change neededtoachievethat visionA l i g n i n g people:

Communicatevisioninwordsanddeedstoal lthosewhocooperationmaybeneededsoastoin fluencethecreationofteamandcoalitionsthat understandthevisionandstrategiesandthat accepttheirvalidity.

Energizingpeoplet o overcomem a j o r politic al,bureaucraticandresourcesbarrierst o chang ebys a t i s f y i n g basicb u t oftenunfulfilled,h umanneeds.

Manyauthorspresentedguidelines fortransformationalleaders,and oneoft hemisGaryYukl,hasdeliveredcomprehensiveguidelinesfortransformationalleadersinhisb o o k Leadershipinorganizationsandtheyarearoundthefollowingaspect.

Int h e r e s e a r c h , thea u t h o r w i l l p r e s e n t a n d analyze6 l e a d e r s h i p e l e m e n t s / s k i l l s r e q u i r e d i n T e t r a P a k T h o s e e l e m e n t s a r e n o t onlyb a s e f o r d e l i v e r y a s u c c e s s f u l changeb ut a l s o h e l p a l ls t a f f l e v e l s i n T e t r a P a k d e l i v e r b e s t p e r f o r m a n c e A n d o f course, theskillmatrixforlea dershipelementsverymuchdependsonstafflevel.

JohnKotterchangemodel

Figure2.1:8stepprocessofleadingchange–Sourcehttps://www.kotterinc.com/8- steps- process-for-leading-change/

AccordingtofigureD,thereare8 stepprocesstoidentifythesuccessfactorsforchangemana gement.Functionofeachstepisdescribedasfollows:

Inordermakingchangehappens,itisnecessarythatthewholeorganisationdesireschange.T hiswillhelptoenhancethesenseofurgencyofchange.Thisisveryimportantfactor,asthiswi llcreateinitialmotivationfor movingthings.

Duringdailyconversationsinorganisation,forinstantwhenpeopletalkingaboutcompetito rs,orhappeningsinthemarketandpeoplestarttalkingaboutchange,that’stheverytimechan geisinitiatedandnurtured.Inthisstep,transparentcommunicationaboutcurrentrisks,oppo rtunities,reasonsforchangeneedtobediscussedandaccordingtoKotter,if75%ofleadersint heorganisationseeandacceptthechange,itwillbepremiseforexecutingnextsteps.

Convincingpeople“changeisessential”istoughjob.Thisjobneedstobesupporteda n d leadbykeyplayers in organisation.Managingchange is not enough, organisationt o p levelneedsalsoleadingchange.Andinordertoleadachange,a coalitionoraleadinggroupf o r c h a n g e i s a m u s t T h o s e c a n b e a g r o u p o f p e r s o n s w h o h a v e

Thec o m m i t m e n t o f c o a l i t i o n membersi s t h e k e y e l e m e n t o f t h i s s t e p , c h a i n s o f coalitionneedstobelinkedfirmlywitheachother.Frequentcheckthel oosechainsw i t h i n coalitionhelpstoremovechangeresistanceandenhancecollaborationinte am.

Wonderfuli d e a s a n d s o l u t i o n s comeupf r o m initialthinkingandinitiativesaboutch a n g e T h o s e p e r c e p t i o n s w i l l b e c o n n e c t e d a n d c r e a t e d a n o v e r v i e w v i s i o n f o r ch ang e Visionshouldberelevant,clearandmemorable.Thiswillp rovidepeopleintheorganisationreasonsforchange.Only whenotherpeopleseewhyareyoumakingsu c h efforttoachievethegoals,thentheywil lunderstandwhattheyneedtodoandh o w theyneedtoachievethatvision.

Changemessagecanbediscussedeverywhereinorganisation,that’sthereasonwhy c h a n g e visionandstrategyneedtobecommunicatedandconveyedinallsmallthingst h a t l e a d e r s d o i n g T a k e e v e r y s i n g l e c h a n c e t o c o m m u n i c a t e a b o u t o r g a n i s a t i o n ’ s v i s i o n a n d s t r a t e g y , n o t onlyi n o f f i c i a l meetings,b u t a l s o i n e v e r y s i n g l e p o s s i b l e opportunity.Integratingvisionindailyproblemsolvingwillkeepitinmindo fpeople,a n d peoplewillrememberit.

Whatyoudoismoreimportantthanwhatyousay,provetothepeoplebyyourdailyactivities.Besides,leadersneedtoeliminate theconcernandworriesofpeo pl e inatransp arentandhonestways.Visionistheg u i d e l i n e forallbusiness activities fromtraining anddevelopmentuntilperformanceassessment.

Peoplehavetrendtoresistallchange.Leadersneedtobeawareofwhereis resistancet o definesuitablechangemechanismandremovingbarriers.Byempoweri ngtoyourteams,youwillleadchangegoingahead.

Besidesr e m o v i n g b a r r i e r s a n d h e l p i n g r e s i s t a n t u n d e r s t a n d i n g e s s e n c e o f c h a n g e , acknowledgement andrecognitiontochangemakersarealsoimportant,as theirch a ng e executionwillbesampleforotherresistant.

Successisthemostinspiring motivation.Leaders needtoshowtopeopleinorga nisation s h o r t - t e r m o r q u i c k w i n s , s o t h a t t h e c r i t i c i z e r s a n d r e s i s t a n t c a n n o t p r e v en t organisationfromchange.Beingawareofstrongpointsandweakpoints ofo r g a ni s a ti o n andstrategizinggoalsimplementation(fromeasygoaltodifficul tgoal)a l s o helptheleadersgainshorttermwinandmotivateemployees.

AccordingtoKotter,shorttermorquickwinisinitialforlongtermandsustainwin.S uc cessf ul c h a n g e c r e a t e s n e w c h a n c e a n d d e f i n i t i o n p r o b l e m s f o r i mprovement.L e s s o n s l e a r n t ( g o o d p o i n t s a n d i m p r o v e m e n t ) a f t e r e a c h a c h i e v e m e n t n e e d t o beanalysed.A f t e r s u c c e s s n e w t a r g e t s w i l l b e d e f i n e d b a s e d o n t h a t m o m e n t u m a n d admitnewmemberstocoalitiontoensuresustainable change.

Changeneedstobecorepartoforganisation.Visionneedstobeintegratedindaily businessoperation,thiswillhelpchangespreadsandinspiresincompany’sculture.

Continuoussupportf r o m existingemployeesandleadersiscrucial.Withoutsupportingfro mthosepeople,organisationmaystartchangeimplementationover.

Change,c h a n g e p r o g r e s s communication,successstory,inductionnewhiresaboutc h a n g e , recognitionthe co nt ri bu ti on ofmembers,bo th newones and existingone s,successionplanningarekeysuccessfactorsofthissteptoensurechangeinstituted.

ADKARmodel

Differentf r o m J o h n K o t t e r m o d e l , A D K A R modele m p h a s i s e s t h e i m p o r t a n c e o f v i s i o n communicationineachphaseofchangeproject.Byfocusingonw hatneedtob edonetoachievechangeproject,organisationcangetchangesuccessfullybyi nvolvementandimplementationofallpeople.

ADKARwasfirsttimepresentedbyProscibyendof1990,afteraresearchproject about changeinmorethanbigcompanies.Andin2016itispublishedinthebookofJ ef f

H i a t t “ A D K A R , t h e modelf o r c h a n g e i n b u s i n e s s , g o v e r n m e n t a n d o u r co mmunity”.Asabovementioned,theADKARmodelfocusoncommunicationwithr e s p e ct i v e partnersofchangeproject– theoneswhoareimpactedbychange.A c co r d i n g tot h i s m o d e l , i n o r d e r toh a v e s u c c e s s f u l c h a n g e , youn e e d t o r e a c h 5 targetso f c o n t i n u o u s c o m m u n i c a t i o n / s h a r i n g w h e n e x e c u t i n g c h a n g e p r o j e c t Theyar e:

ADKARm o d e l p r e s e n t s , f i r s t l y , a l l r e s p e c t i v e p a r t i e s n e e d t o b e a w a r e o f c h a n g e n e e d Afterthat,thisawarenessmustbeshiftedtodesirestocontrib uteandsupportc h a n g e Asaresult,peoplewillcreateagooddesignforchangeproje ct.Thecontributorsofchangeprojectneedtobewelltrainedtomakechangehappen s.And

25 oncechangeisalive,andsuccessfullyimplemented,trainingoncemoretimeplaysak e y roletoensurepeopleskilledandabletoapplynewabilitiestomakefuturetargetsdone.A n d s u c h b e h a v i o u r s w i l l ber e i n f o r c e d a g a i n a n d a g a i n tomakei n c o m i n g p r o j e c t s successful.

TransitionofHumanResourceManagement

Theb u s i n e s s l e a d e r s nowadaysh a v e t o f a c e w i t h manyq ues ti ons o n p e o p l e m a n agem en t: Howtohirerightpersonattherighttimeinarightpositionwithrightcost

Howtocontrolemploymentcostbuts t i l l ensurefairtreatmenttoallpeople? Suchthosethingsareurgingleaderstotakeactiontohaveaneffectivehumanresources managementsystem forcorrespondingtog l o b a l competitionpressure,changeinsocialstructureandprogressoftech nology.

H u m a n r e s o u r c e s t r a n s f o r m a t i o n referstothemassiverestructuringofco rporatehumanresources(HR)departmentsthattookplaceinthedecadeorsoafter19 95.Beforethat,thestaffinHRdepartmentsh a d generallybeenseenasadministrators,no taspeopletobeinvolvedinhigh- levelstrategicdiscussions.HRstaffsawthemselvesaslifetimecareerspecialistswithlittlen e e d forknowledgeorexperienceofwhattherestofthebusinesswasabout.

Butwiththegrowingappreciationofthevalueofacompany'shumanassets,and an eed toensurethatthetalentthatanorganisationrequiresisnotjustonboardb uta l s o p r o p e r l y m o t i v a t e d , t h e r o l e ofH R h a s m o r e a n d m o r e c o m e t o bes e e n a s strategic.Theo l d - s t y l e H R t h a t d e a l t w i t h s t r i k e s , b o n u s e s a n d g r i p e s w a s r a r e l y suited tothistask,whereasthenew- 26 styleHRdealswithstrategicpeopledevelopmenta ndorganisationdesign.

Figure 2.2: Administrative HR vs Strategic HR, source Author

R M ) w as alreadyintroducedbyscholar,andoneofthemwasRandalS.SchulerandSusan E.J a c k s o n i n a n a r t i c l e i n journalofmanagementreviewV o l 16,

WhereinthepastHRdepartmentfocusedmoreonadministrative/ tacticaltasks,thent o d a y HRconsumesmoretimeonstrategicissues.Thisisbecauseoftech nologyhelpsd a i l y r o u t i n e s ofHRpracticesmoretechnologicallybasedandHRdepartmentisablet o spen dmoretimeonstrategictasks.Inotherwords,HRnowadaysneedstounderstand business indepthtobepsychologicalandsocialdriver.

Theold-style(AdministrativeHRM)andnew- styleHRM(strategicHRM)areclearlyillustratedasinfigure1andfigure2below.

Work force planning Leadership development and coaching

Employee relation Benefit and planning administration Hiring and selection Risk management Pay Technology 20%

Figure 2.3: Time spending for administrative tasks and strategic tasks of an HR leader

Source: 3 steps to move from administrative to strategic HR by Carol Anderson,

Howtomakechangerepeatedlyandreliablyinpeoplemanagement… 27C h a p t e

Makingchangealive,repeatedlyandreliablyisthetargetofmostleaders,especiallyc h a n g e inpeoplemanagementisreallychallengeforalmostorganisation.Inordertomai ntainchangerepeatedlyandreliablyitrequirescommitmentfromtopleadersofo r g a n i s a t i o n anddedicatedresources.

InthisparttheauthorfocusesonthelasttwostepsofKotter’smodel:Anchoringnewapproa chesi n t h e C u l t u r e T h i s c o m p o n e n t impliest h e l e a d i n g style,t a l e n t a c q u i s i t i o n , r e w a r d s a n d r e c o g n i t i o n , t r a i n i n g a n d d e v e l o p m e n t , w h i c h w i l l b e f u l l par t s o f a reliableand sustainable changemanagementin organisation, oron the otherh an d , theywillbefullfunctionofagrowthorganisation.

Successfulleadershipwillformdesiredbehavioursandintervenetoshapethecor p orat e culture.Whatleaderssayiscarefullylistenedandimportantbuthowtheyd o ismoreimportant.Astheyaretheoneswhodemonstratecompany’sculturewiththeir wordsandactions.

Establishs k i l l e d t e a m byenablinga s y s t e m a t i c way,f r o m r e c r u i t i n g p r o c e s s t o o n b o a r d i n g andthentraininganddevelopment.Thiswillhelptoformamechan ismtospreadchangemind-setinorganisation.

Havingrightpersoninrightpositionatrighttimewithrightcostisthefundamental challenge forallorganisations.Howtodefinerightpersontoperformdesiredta sks,especiallywhenitcomestochange,alwaysthebigquestionforleaders.

Theresearchdesign,population,surveymethod,datacollectionprocess,validity,r e l i a b i l i t y a nddataanalysisbeingusewillbepresentedinthischapter.

Researchdesigncreatetheblueprint for datacollection,measurement andanalysis ofdata.P r i m a r y d a t a willb e c o l l e c t e d v i a surveys( o n l i n e , q u e s t i o n n a i r e s ) , i n t e r v i e w (individualandgroup)thenanalysedbyqualitativeapproach.Interpretation afterdataanalysisanddefinethesolutionsformaintainrepeatedandreliablechange.

TheresearchtargetedmiddlemanagementlevelemployeesworkinginTetraPak,ast heyarethekeyplayersduringimplementationchange.Thereare25 peopleinmiddlem anag emen t l e v e l o f T e t r a P a k , f r o m s u p e r v i s o r l e v e l o n w a r d s T h e f i n d i n g s o f r e s e a r ch aredefinedandgeneralizedbycorresponden ceoftargetedemployees.

Primaryd a t a i s u s e d f o r t h e r e s e a r c h a n d o b t a i n e d fromT e t r a P a k e m p l o y e e s i n Vietnam.Aquestionnaireissenttoemployeesinbothhardcopyand electroniconetoo b t a i n primarydata.Besidesquestionnaire,individualandgrou pinterviewsarealsoconductedtogetperceptionsofemployeesonchangeandch angemanagement.Theq u e s t i o n n a i r e isdesignedinanunderstandableandeffective waysothatitcaneasilyr e f l e c t t h e s t u d y topics.T h e q u e s t i o n n a i r e i n c l u d e s b o t h o p e n a n d c l o s e d q u e s t i o n s a n d itisadministeredduringworkinghourstoensurehighr ateofcorrespondence.

Individualandgroupinterviewswereconductedspontaneouslyduringfreetimean db r e a k timeincompanyofintervieweeswithbyauthorpreparedlistofquestions.Thism e t h o d o l o g y w i l l h e l p t h e a u t h o r g e t s o p e n a n d h o n e s t f e e d b a c k s f r o m e m p l o y e e s pertaining changeandchangemanagement.

Asa b o v e mentioned,d a t a analysisw a s c o m p l e t e d byu s i n g qualitativet e c h n i q u e B a s e d ondatacollected,theinterpretiveapproachismade.Nexttothis,facetofacei nterviewisa l s o madet o d e f i n e a n d a s c e r t a i n t h e p e r c e p t i o n , b e h a v i o u r i n ethnography.

Theq u a l i t a t i v e s t a t e m e n t s a r e madet o p r e s e n t , t o e x p l a i n , t o i n t e r p r e t t h e p h en o m en o n understudybutnotusedforverificationofthestudy.Theresultof studyi s analysedbycollectingtheperceptionsandunderstandingofcorrespondents.

 Understandingthebiggerpictureofchangewithinorganisation,itincludesch an g e management,changeprocedureandpractices;

Evaluatetheimpactofemployees’u nd ers tand in g aboutchangeonresistanceonc hange

Inthis chapter,dataanalysis,findings and interpretation will bepresented.Resultsareshownintablesanddiagrams.Theanalyseddatawasedited undersubjectsandthatref lect thestudyobjectives.

Totalquestionnairesthatweresentoutwere25andreturned25withproperlyfilled andanswered.Thispresented100%successrate.Accordingtowell- knowscholars,r et u r n s ratehigherthan70%isverygoodrateandsufficientfortheresearch. Table4.0Respondrate

Demographiccharacteristics

Thiss e c t i o n d e s c r i b e s a l l a b o u t i n f o r m a t i o n r e l e v a n t t o r e s p o n d e n t s s u c h a s a g e , gender, educationbackground,serviceyearsincurrentposition,servic eyearsinTetraPak

Figure4.1:Genderofrespondents-Source:Author’sownsurvey

Figure4.1indicatedthat mostofemployeesi n TetraPakare male.Thedisparityisq u i t e bigandreflectsthetruthofgenderimbalanceinhightechindustry.

Figure4.2:Ageofrespondents-Source:Author’sownsurvey

Respondentsare als o r e q u i r e d t oi n d i c a t e t h e i r ag e T h e r e s u l t s i n a b o v e 4 2f i g u r e presentt h a t j u s t 4%ofr e s p o n d e n t s a r e a b o v e 5 0 yearso l d T h i s meanst h a t mostemployeesinTetraPakareattheirmiddleage,themostproductiveagew hichcani n f l u e n t thecompany’sperformancesignificantlypositively.

A recent survey indicates that nearly all employees at Tetra Pak have attained education levels up to postgraduate, with only 16% holding a diploma This underscores the management board's strategy to employ highly educated key team members as a foundation for the newly established factory Such a skilled workforce suggests that employees possess the capability to quickly learn and adapt to changes, which can significantly enhance organizational performance.

Figure4.4:Positionofrespondents-Source:Author’sownsurvey

SERVICE YEARS IN CURRENT POSITION

Less than 3 years 28% Over 7 years

SERVICE YEARS AT TETRA PAK

Thet a r g e t a t t e n d e e s o f t h i s r e s e a r c h a r e m i d d l e managementl e v e l o f company.R e s u l t s i n figu re 4 4 s h o w t h a t moret h a n 5 0 % o f r e s p o n d e n t s a r e m a n a g e r a n d supervis orlevel,w h o themainworkforcetod e p l o y a n d e x e c u t e c h a n g e i n o r g a n i z a t i o n

Figure4.5:Serviceyearsincurrentposition-Source:Author’sownsurvey

Therespondentswereaskedtoindicatetheirservicetimeincurrentposition.Resultsi n f igure4.5show28%ofemployeesworkingincurrentpositionlessthan3years.T h i s canalsomeanthepeoplestrategyofcompanytofocusonsuccessionplanningf o r futurechangeintermofmanagementworkforce.Thisisveryformativestageinc o r p o r a t e environmentformanpowerstaffing.

Figure4.6:ServicetimeinTetraPak-Source:Author’sownsurvey

Thefigure4.6showstheserviceyearsofrespondentsinTetraPak.24%of respondentshaveworkinTetraPakforlessthan2yearsand16%haveworkinTetraP ak form orethan15years.Thisindicated thenumber ofexperiencedpeopleworkingi n company.Resultsinfigure4.6canbeinterpretedthatth elearningflowofk n o w l e d g e willbecontinuedastheveryexperiencepeoplewillpassov ercompany’sk n o w l ed g e andvaluestotheirnewhiredco- workers.Thiswillhelptoimprovetheperformanceofcompany.

4.4Employees’perceptiononchangeinhumanresourcemanagementQuestionnaireo fthissectionfocusedontheawarenessofemployeesaboutchangeinhumanr e s o u r c e s management.B e s i d e s , r e a s o n s f o r c h a n g e , c o m m u n i c a t i o n w h e n c h a n g e , successfactorsforchange,changemanagementproject,changemanagements k i l l s o flinemanager,functionsofhumanresourcesdepartmentrequiredforchangew i l l bea skedandintegratedinthissection.

Thet a b l e 4 1 b e l o w s h o w s t h e f e e d b a c k s f r o m r e s p o n d e n t s a b o u t r o l e s a n d respo nsib iliti es ofHumanResourceManagementincompany.

AlmostrespondentswhohadworkedforTetraPakformorethan5yearsunderstandc o r r e c t l y ther o l e s a n d r e s p o n s i b i l i t i e s o f H R d e p a r t m e n t s Someo f t h e m w e r e experienced inmorethanoneroleinlast10yearworkinginTetraPakandact edashumanresourcechangeexecutiveinorganization.

Employees often confuse the role of Human Resource Management (HRM) with daily administrative tasks, focusing primarily on routine problem-solving However, the HRM department at Tetra Pak encompasses broader organizational responsibilities, including change management and aligning human resources with future requirements This confusion is particularly prevalent among respondents who have been with the company for less than two years.

Inaddition,respondentsstillconfuserolesofhumanresourcesmanagerincompany.2 4%o f r e s p o n d e n t s (6p e o p l e ) a r e veryf i r m t h a t HumanR e s o u r c e s M a n a g e r o f comp an yisthepersoninchargeofmanagingallfunctionsofHRDepartments.ThereisbeliefthatHRDepartmentcontrolspeoplestrictlywithpolicies,thiscomesf rom 24%ofrespondents.Possiblereasonmightbecomefrompeoplehavenotbeeninduc tedproperlybythetimeofjoining.

Howdo you understandaboutfunctionsand responsibilitiesofHuman Resourcedepartmentincompany?

Answeroptions Right Don’t know Wrong Response count

HR Departmentisresponsible forproactivelydeployingGlobalHR strategythroughdirection foremployeetoimplementtheirtaskstoreachcompany'sstrategy 22 3 25

HR Departmentisresponsible forsolvingproblemsrelatedtopeoplethrough expertise ofitsstaff 25 25

Respective linemanageristhe personincharge ofsolving problemsrelatedtopeoplewith expertisesupportfromHR Department 18 7 25

HRMisthe personincharge ofmanagingallfunction ofHR Department 6 19 25

HRMisthe strategic partnerofothercrossfunctiondepartmentandsupport,adviseotherdepartmentsallaspects relatedtopeopleandactsascoordinatortoensureservicequalityofotherfunctionsof HR Departmentprovidedtootherdepartments

HR Departmentfocuseson long termstrategiessuchasinvestmenteffectivenessorsustainabilityofcompany'sknowledge 17 8 25

HR Departmentisthe change initiatorand facilitator 10 15 25

The questionsweremadetoseetheawarenessofemployeesabout functionsofHRdepartmenti n T e t r a P a k T h e f i g u r e 4 7 r e f l e c t s t h e a n s w e r s frome m p l o y e e s O v e r a l l , managerslevelunderstoodcorrectlythefunc tionsofHRdepartment.88%

(22) respondersa r e a w a r e o f t h a t H R Departmenti s r e s p o n s i b l e f o r p r o a c t i v e l y deployingGl oba l HR s t r a t e g y throughdirectionf o r employeet o i m p l e m e n t t h e i r t a s k s toreachcompany'sstrategy.72%(18)respondersunderstandkey roleoflinemanagersissolvingproblemrelatedtopeoplewiththeexpertisesupportfr omHRe x p e r t s O n e morei m p o r t a n t f a c t o r p e r t a i n i n g t o c h a n g e s h o w e d t h a t 4 0 % ( 1 0 ) responders un der st an d t h a t H R d e pa r t m e n t ist h e cha ng e i n i t i a t o r a n d f ac i l i t a t o r s notthechangefollower.

BesidesunderstandablefeedbacksaboutHRdepartmentsfunctions,therearest illm a n y confusionsf r o m employees.S u c hc o n f u s i o n s comef r o m almost ne w h i r e s a n d s u p e r v i s o r l e v e l 24% (6)respondersconfused thatHR

Managerisin 49 chargeofmanagingallfunctionsofHRDepartment.Thisfeedbackreflectsthefamiliarit y ofemployeew i t h o l d HRm o d e l, a d m i n i s t r a t i ve H R management.O r t h e r e a r e s t i l l

44%(11)respondersthoughtthatHRManagerisnotthestrategicpartnerofothercr ossfunctiondepartmentandsupport,adviseotherdepartmentsallaspectsrelatedto pe opleandactsascoordinatortoensureservicequalityofotherfunctionsofHRDepartment p r o v i d e d too t h e r d e p a r t m e n t s O n e morec r i t i c a l f i n d i n g i s 3 2 % ( 8 ) r e s p o n d e r s t h o u g h t i t w a s n o t c o r r e c t t h a t H R D e p a r t m e n t f o c u s e s o n l o n g t e r m strategiessuchasinvestmenteffectivenessorsustainabilityofcompany'sk n o w l e d g e And60%(15)respondersunderstoodthatHRDepartmentjustfocusesonshortter mrequirementssuchascostreducingorimprovingproduct qualityofcompany.2 4%(6)ofresponders didnotthinkthattheyhavefreedomtoexecutet h e j o b s w i t h r e s p o n s i b i l i t y A g a i n , s u c h w r o n g p e r c e p t i o n s c o m e f r o m newlyemployedstaff.

Theresults i ntable4 2 showthat 52%(13) o f r e s p o n de n t s are n o t satisfied withr e c en t c h a n g e inH R M s y s t e m i n company.T h i s r e s u l t m a i n l y come sfromt h e g r o u p o f p e o p l e ha d w o r k e d inc o m p a n y from3-

5years.5 o u t of1 3 u ns a t i s f i e d r esp on dentsareatmanagerlevel,remainingaresuperv isorlevel.Thisresultanalerttomanagementteamandforcesthemanalyzingtherootca usespreparetheactionp l a n forimprovementthesatisfactionrate.Thiswillb eclearlyrevealedinexpertinterviewandimplicationpart.

Success evaluation of HRM strategy execution

Agree Neither agree nor disagree Disagree Strongly disagree

Figure4 9 : S u c c e s s ev a l u a t i o n o f H R M S t r a t e g y execution a t d e p a r t m e n t l e ve l- So urce: Author’sownsurvey

The survey results in Table 4.3 reveal that only 32% of respondents believe that the HRM strategy is executed successfully within their departments Additionally, 16% of respondents are uncertain about the effectiveness of the strategy's execution This indicates a significant gap in confidence regarding HRM strategy implementation at the departmental level.

8 % ( 1 2 ) p e r s o n disagreedt h a t H R M s t r a t e g y isn o t s u c c e s s f u l l y d e p l o y e d i n t h e i r d e p a r t m e n t s Amongd i s a g r e e d r e s p o n d e r s t h e r e a r e b o t h managersa n d s u p e r v i s o r s E v e n t h e p e o p l e w o r k i n g i n H R d e p a r t m e n t a l s o e x p r e s s e d t h e i r d i s a g r e e m e n t a b o u t t h e statementthatHRMstrategyexecutedsuccessfullyintheirdepartment.

Pleasekindlygiveatleast5reasons bytickinginappropriatebox(from1 isnotimportantto

The importance of various tasks can be categorized into different levels: some are not important, while others hold significant value Certain tasks are deemed important, and some are considered very important, with a few being extremely important Understanding these distinctions is crucial for effective prioritization and response management.

Theresponderswereaskedtoprovideatleast5reasonsforHRMchangethattheymightt hinkthatthemostimportantones.Andtheresultsintable4.4statedtop5selectedr easonsforchangeinHRMare:

5 Creating"buyin"ofemployeesintoorganizationalchangein4.0industry( 1 6 % ) Besidessuchtop5abovementionedreasons, manyrespondersstillbearinmin dt h a t t h e c u r r e n t r e s t r u c t u r i n g i n H R M a t T e t r a Pakisf o r c o s t c u t t i n g , 3 2 % o f r e s p o n d er s t h o u g h t t h i s i s v e r y i mp or ta nt r e a s o n , o r i m p r o v e m e n t o f q u a l i t y andservice,24%thoughtthisreasonisveryimportant.

Extreamly clearly Not so clearly

Figure4.11:Clearreasonscommunication-Source:Author’sownsurvey

Resultint a b l e 4 5 s h o w e d t h a t 2 4 % ( 6 ) o f r e s p o n d e r s t h o u g h t t h a t r e a s o n s f o r c h a n g e communicatedtothemclearly.68%responders’feedbacksment ionedc l e a r l y thatthereasonsforchangedidnotcommunicated tothemclearly(32%)oral i t t l e b i t c l e a r l y (36%).Thiscamealmost fromnew hired employees and supervisorlevel.

Understanding the significance of various levels of importance is crucial From not important to extremely important, each category plays a role in decision-making and prioritization Recognizing these distinctions can enhance response effectiveness and improve overall communication strategies.

Integratingchangingp l a n (shortterm,middleterma n d longt e r m plans) 1 4 9 8 3 25

Leadingfactori s company'sculture:Understandingcompany'sculturebefo releadingchange 1 3 6 1

Clearactionplana n d communicatedeffectivelya n d specificallyt o respect iveparties 2 9 7 7 25

Notimportant Lessimportant Important Veryimportant Extremely important

Clearly mentioning the roles of HR department with…

Clear action plan and communicated effectively and…0%8% Leading factor is company's culture: Understanding…4% 12%

Strong coalition to lead change 0% 16% Creating urgency of change 04%%

Buy in motivation from employees 0%12% 12%

Management from executive officers24% Transparent and sufficient communication 0% 24%

Effective leadership skills from top management 0%12%

Strong commitment from top management 0%28% 40%

Clear vision and communicated transparently 0%12%

Integrating changing plan (short term, middle term…4% 16%

3 Leadingfactoriscompany'sculture:Understandingcompany'sculturebefo re le adingchange(40%)

6 Integratingchangingplan(shortterm,middletermandlongtermplans(32%) Therearesomerespondersthoughtthatprojectmanagementskill(32%)andm a n a g e m e n t fromexecutiveofficer(32%)arenotimportant.

Integratingchangingplan(shortterm,middleterma n d longt e r m plans) 1

Leadingfactoriscompany'sculture:Understandingcompany'sculturebefore leadingchange 8 8 9 25

Clearlymentioningt h e roleso f HRdepartmentwithtrainingmiddlelevelm anagersaboutchangemanagementskillsandotherfunctionsofHR department

Whenaskingthisquestion,theauthorwantedtounderstandabouttheawarenessofr e s p o n d e r s aboutchangeexecutionincompany.Asmanyofresponders(especiallyt h e on eswhohavebeenworkingwithcompanyformorethan5years)aretrainedf r o m i n i t i a l s t e p s o f c h a n g e T h e r e s u l t i n t a b l e 4 7 r e f l e c t e d t h e l e a d i n g f a c t o r s d u r i n g changeincompany:

2 Leadingfactorisco mp an y' s culture: Understanding company'scu lt ur e b e f o r e leadingchange(36%)

Thisresultrevealed t he strategyofmanagementteamduringchange A t th ef ir50 sts t a g e themanagementteamwantedtoconveyclearmessageaboutvisionofcompa nya n d t h e n s t r a t e g y is made.T h r o u g h o u t t h e c h a n g e , c o m p a n y c u l t u r e i s integratedinchangesothatallemployeeswillnoto n l y understandandconduct

51 businessactivitiesascompanyculturebutalsoequippedwithchange/ projectm an ag em ent skills.Managementteamalwaysunderstoodthatcollab orationisthekeyfactorforeverysuccess,andforchangesuccessisnotanexception.Mem berincoalitionmustbethepersonunderstandtheurgencyforchange,speakthevoiceof c o m p a n y a n d s u p p o r t t h e r e s i s t a n t p e r s o n f o r c h a n g e u n d e r s t o o d t h e n e e d s o f changeandovercometheircomfortz one.

Areyousatisfiedwithchangemanagementskillsthatyoursuperiorsdoneinyourdepartments/company? Pleasetickinappropriatebox(from1 isnotsatisfiedto5 isextremelysatisfied).

N ots ati sfi ed A bit sa tis fie d S ati sfi ed V ery sa tis fie d E xtr em ely sa tis fie d R es po ns ec ou nt

Notsatisfied Abitsatisfied Satisfied Verysatisfied Extremely satisfied

This questionismadetodig thesatisfactionrateofsupervisorand managerleveltoch an gemanagementskillsoftheirsuperiors.Andtop5changema nagementskillsthatrespondersmentionedare:

Respondersatmanagerlevelagreedthattheyarefullyempoweredduringchange anda c te d freelywithr e s p o n s i b i l i t y W h e r e a s almosts u p e r v i s o r l e v e la g r e ed t h a t theyareinspiredalotduringchange,fromdayonethey areinspiredbycompany’scultureandvisions.Duringtheirservicetimeatcompa ny,suchculturefascinatedth e m tobehaveprofessionallyandinapropermanner.

Pleasek i n d l y giveatleast5reasonsbytickinginappropriatebox(from1isnotimportantto5i sthemostimportant).

Notimportant Lessimportant Important Veryimportant Extremelyimportant Responsecount

Buildup competenceprofile and skills foreach p o s i t i o n e q u i v a l e n t t o t h e s t a n d a r d s o findustryandglobe 3 3 5 7 7 25

Enhance professional and soft skillstrainingbye-learning 2 7 10 4 2 25

CRITICAL HR FUNCTIONS FOR ORGANISATIONAL CHANGE

Not important Less important Important Very important Extremely important

Figure4.15:CriticalHRfunctionsfororganisationalchange-Source:Author’sownsurvey

Thisq u e s t i o n h e l p s t h e a u t h o r toa n a l y s e t h e s t a t e s o f r e s p o n d e r s a b o u t c r i t i c a l fun ct io ns ofHRdepartmentduringorganisationalchange.Respo nderswouldratetheiranswerfrom1to5(notimportanttoextremelyimportant).

OtherthanthatrespondersalsostatedthatOrganisationaldesignandmanningplanisav eryimportantfunction ofHR department(32%) 24%of r esp on der sag re ed thattrainingeffectivenessevaluationisalsoveryimportantfunctionthatHRdepartm entofTetraPakshouldfocuson.

Pleasekindlygiveatleast5r e a s o n s bytickinginappropriatebox(from1isnotimportan tto5isthemostimportant).

Notimportant Lessimportant Important Veryimportant Extremelyimportant Responsecount

Not important Less important Important Very important Extremely important

Figure4.16:Peoplemanagementskillsofsuperior-Source:Author’sownsurvey

Thisquestionenabledtheauthorinvestigatetheimportanceofpeoplemanagements k i l l s f or l i n e m a n a g e r s T h e r e s u l t i n t a b le 4 1 0 p r es e n t e d to p5 i mp or ta nt s k i l l s requiredforalinemanager:

Thisresultpresentedthe trueroleofline managers inTetraPak, theyaren otonlyworkmanagerbutalsopeoplemanager.Inordertoachievethisgoal,thel i n e managersneedtobetrainedtobecompetentwithpeoplemanagement.Ofc o u r s e withsupportfromexpertiseHRpartners.

StronglyAgree Agree Neutral Disagree Absolutelydisagree Responsecount

Iexpectedemployeesunderstandandbeawareofch an g emanagementsothattheycanadaptbetterwithc h an g e in company.

EXPECTATIONS TO CHANGE MANGEMENT IN PEOPLE MANGEMENT

Agree Neutral Disagree Absolutely disagree

Whenreferringtochangeinpeoplemanagement,itisnecessarytoseehowpeoplee x p e c t , andthenmanagementboardcanseethepicturenotonlyfromtheirside,butalsofromha ndsonteam,thepersonwhomanagechange,executechangeorevenr e s i s t change.

Resulti n t a b l e 4 1 1 showed clearlyt o p 5 expectations fromr e s p o n d e r s w h e n r efer ri ng tochangeinpeoplemanagement:

1 I expected the communication about the impacts of change moretransparently(36%)

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Wheni n t e r p r e t i n g t h o s e c o n c l u s i o n s / e x p e c t a t i o n s i n t o c h a n g e managementlanguage,theauthorfoundthatth eexpectationsfrom respondersaretheve ry c r u c i a l s t e p s a n d s k i l l s f o r a l e a d e r t o l e a d c h a n g e s u c c e s s f u l l y T h o s e a r e transparentcomm unication;buyinfromemployeesduringchange,traininganddevelopingc h a n g e m a n a g e m e n t s k i l l s f o r m i d d l e l e v e l e m p l o y e e s , deployingexcellen toperationculturethroughout de p a r t m e n t s Theyarethe verysuccessfa c t o r sandkeyelementstoensureasustainablechange.Orinorderwords,suchactivitiesw i l l makec h a n g e r e p e a t e d l y a n d reliably,e s p e c i a l l y f o r c h a n g e i n p e o p l e management.

Answeroption Responsecou nt Responseperc ent

Figure4.18:Employee’ssatisfactionduringchange-Source:Author’sownsurvey

Ino r d e r t o u n d e r s t a n d p e o p l e ’ s s a t i s f a c t i o n a b o u t t h e i r r o l e s d u r i n g c h a n g e , thea u t h o r madethisquestionforthispurpose Result intable12pre sentedthatonly1 6 % (4)and24%(6)o f r es p o n d e r s are st ro ng ly satisfiedan ds a t i s f i e d withtheirr o l e s during change.Rate ofneutralresponders 28%(7)anddissatisfied responders3 2 % ( 8 ) a r e m o r e t h a n 5 0 % o f r e s p o n d e r s T h i s r e q u i r e s a p r o m p t a c t i o n f r o m h ig herl e v e l t o i m p r o v e t h e s i t u a t i o n a n d e n h a n c e buyi n r a t e f r o m e m p l o y e e s d u r i n g change.

S tro ng ly A gr ee A gr ee N eu tra l D isa gr ee A bs olu te ly dis ag re e R es po ns ec ou nt

MANAGEMENT BOARD DURING LEADING CHANGE

Figure4.19:Criticalactivitiesfromtopmanagementrequiredd u r i n g leadingchange-Source:Author’sownsurvey

Leadingc h a n g e s k i l l s f r o m t o p m a n a g e m e n t a r e e x t r e m e l y important.Inordertounderstandwhatdidtheydoduringleadin gc h a n g e theauthor designedthis que st io n Result ofthis q uestion allowedtheauthoranalyseawarenessofrespondersaboutwhatarehappening.

ResultrevealedthetruththatwhereverinTetraPak,fromgloballeveltolocallevel,p eo ple ist62 hecoreandvaluableasset.Managementboardunderstoodthattheycanl e ad t h e c h a n g e b u t t h e i r p e o p l e a r e t h e o n e s w h o managea n d e x e c u t e c h a n g e s uccessfully.B e s i d e s , c r e a t i o n a c l e a r v i s i o n i s a l s o i m p o r t a n t f o r e n t i r e o r g an is a t i o n conductcompanybusinessactivitiestohitthetargets.

OF EMPLOYEE ABOUT CHANGE EXECUTION

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Figure4.20:Awarenessandknowledgeaboutchangeexecution-Source:Author’sownsurvey

Thisq u e s t i o n w a s madet o e x p l o r e t h e a w a r e n e s s a n d k n o w l e d g e o f r e s p o n d e r s aboutchangeexecution.Theauthorwantedtoknowiftherespondersweret rained aboutc h a n g e e x e c u t i o n A n d r e s u l t s h o w e d t h a t j u s t managerl e v e l a n d t h e o n e s w h o havebeenworkingincompanyformorethan5yearsrespondedthattheyweretraine daboutchange,1 2 % ( 3 ) an d2 4 % (6 ) st r o n g l y agreeda n d agr ee d thattheyw ar e trainingforchangedeployment.3ofthemaremanagementboard.

So ur ce: Author’sownsurvey

Itiscrucialtoknowthefeelingofemployeesduringchange.Peopleoftenfeelwellw i t h th eircomfortzone.Theyoftenhavetrendtoresistchange.Sounderstandingwhat dotheyfeelduringtransitionperiodisveryimportanttomanagementteamtoprepareapr operactionplantoensuresuccesschange.Thisquestionwasdesignedf o r thispurpos e.

Abovementionedo b v i o u s l y r e v e a l e d a mixedf e e l i n g o f r e s p o n d e r s d u r i n g transitionperiod.Almostl o n g t e r m s e r v i c e respondersa r e u n d e r s t a n d a b l e a n d sy mp a t h i z ed withc ompanyduring change period,astheyunderstood thatchangeist h e s u c c e s s keyd u r i n g i n t h i s i n d u s t r y , w h i c h o p e r a t i o n d e p e n d s a l o t o n d i g i t a l transition.Somerespondersevenfeltangry(20%)duringtransitionsperiod,itcamef r o m su pervisorlevel.

% ) , f u l l energyand satisfiedwiththeircurrentjob(28%).Samerate(28%)feltstressfuland1 6 % feltsomehows cary.

Whenseeingoverallpicture,peoplehavesuchdifferentfeelingsduringtransi tionp e r i o d Itissomehowunderstandable,asbeforeachange,wehumanbeing softenhavenegativefeelingssuchaspanic,confused, notsupportive, refus edtochangeandp o s i t i v e f e e l i n g s u c h a s j o y f u l ( f o r t h e o n e s w h o a r e n o t happyw i t h t h e i r currentjobsforinstant),motivated,engaged,fullenergy… Tohandlingsuchf e e l i n g isnoteasyatall.Butitisworthy toknowdifferentwaysofthinkingsothatyou,asmanagercanhandlechangeeffectivelydurin gtransitionalperiod.

Pleaseconsiderthefollowingconclusionsgivingyouropinionaboutimportantfactorsd u r i n g tr ansitionperiodbytickingtothemostsuitablebox,1isthelowestand5istheh ig h est

Figure4.22:Successfactorsfortransitionperiod-Source:Author’sownsurvey

Changesuccessdependsverymuchontransitionperiod.Understandingfeelingof employeeduringtransitionalphase,havingawellpreparedactionplan,executingina proper mannerarecrucialforchangesuccess Tohavedataforanalysesuccessf a c t o r fortransitionalphase,theauthoraskedtherespondersthisquestion.Andthef eed bac ks werequiteobviouslyclassified:

2 Consultantt e a m withindepthknowledgeandcompany'svoicetos u p p o r t theresi stantduringtransitionperiod(48%)

The resultshowed clearlythattoovercometransitionperiod,itisnecessarytohavea knowledgeableteamtos peakoutthevoiceofchange,thevoiceofcompany.Andsurely,a c l e a r a n d t r a n s p a r e n t e x e c u t i o n p l a n i s t o p i m p o r t a n t t o makea c h a n g e p l a n happens.Company’ scultureintegrationduringthistransitionalperiodisalsoveryimportant,as unde rstanding andbehavingascompany’s c u l t u r e isthe

EFFECTIVENESS OF CHANGE IN HRM

Figure4.23:EffectivenessofchangeinHRM-Source:Author’sownsurvey

Thisq u e s t i o n i s a s k e d t o s e e h o w w a s e v a l u a t i o n o f r e s p o n d e r s a b o u t c h a n g e effectiveness i n H R M i n company.A n d j u s t 1 2 % ( 3 ) r e s p o n d e d t h a t i t w a s verye ff e c t i v e 28%(7)presentedneutralfeedbacks.36%(9)saidi tisnotreallye f f e c t i v e And24%(6)respondedabsolutelynoteffective.

Thisresultreflectedabigquestionmarkcurrentlydiscussedincompanyaboutthee f f e c t i v e n e s s ofchangeinHRM.Theemployeeengagementsurveyresultandth ean sw er inthisquestionurgemanagementteamtakepromptactionstofindthebestsol utionstomakechangeinHRMsuccessfullyandeffectively.

HRdepartmentinp ar t i cu l ar andmanagementteamofTetraPakingeneralshoulddoor coulddoinadifferentwaytogetchangereliablyandrepeatedlyinHRM.Theanswersfr ombarintervieweesgaveworthyrecommendations,whicharesummarizedasbelow:

- Clearkeymanagementindicatorsclearactionmanagementindicatorclearp erformanceindicatorforchangemanagementofHRMandcommunicated toa llrespectivepartners.

- Havinga s t a n d a r d c o m p e t e n c e p r o f i l e s f o r a l l p o s i t i o n s a n d c l e a r l y co mmu nicate t o teamss o t h a t p e o p l e c a n s e l f - e v a l u a t e t h e i r c o m p e t e n c e , d ef i n e theirgapsandpreparethemselvesto fillinthatgapsandprepareforindividualdevelopmentplan

- Integratingcompanycorevaluetrainingintheinductionfor newhires s oen sur e company’scultureisawarefromdayone.

Thischapterwillsummarizethemainfindingsofthestudyanddiscoverthetheorymenti onedint h e l i t e r a t u r e r e v i e w T h e t a k e awayf r o m t h i s r e s e a r c h p r o v i d e s solutionsf or managementboardofTetraP a k tomakeHRMchangereliableandr e p e a t e d T h e r e s e a r c h e r w i l l c o n d u c t a discussions e p a r a t e l y byc o n n e c t i n g t h e r e v i e w e d literatureandthefindings.

EvenT e t r a P a k h a s d e p l o y e d n e w H u m a n r e s o u r c e managementf o r n e a r l y 1 0 years,a n d H R f u n c t i o n s a r e c e n t r a l i z e d a n d H R departmentf o c u s e s m a i n l y onstrategicdeployment.Butthefindingsshowedthatpeoplestillconfus edtherolesa n d responsibilitiesofHRdepartment.Supervisorlevelstillthoughtthat HRmanageristhepersoninchargeofallfunctionsofHRdepartment.Ortheythoughtt h e conclusion“HRMisthestrategicpartnerofothercrossfunctiondepartmentandsupport,adv iseotherdepartmentsa l l aspectsrelatedtopeopleanda c t s ascoordinatorto ensureservice qualityofotherfunctions ofHR Department providedtootherdepartments”iswrong. Ont h e o t h e r h a n d , p e o p l e d i d n o t t h i n k t h a t l i n e managersa r e keyp e r s o n w h o h a n d l i n g problemrelatedtopeople,either.

Changemanagement,e s p e c i a l l y c h a n g e managementinH R M isc r u c i a l p a r t o f b u s i n e s s , o f organisationalg r o w t h a n d success.H o w tor e c o g n i s e c h a n g e andhan dlechange a r e im po rt an tf or leaders and managerso f company.R e s u l t s fromq u e s t i o n n a i r e displayedthemostimportantreasonsforchange:

Inn o w a d a y s b u s i n e s s i n o r d e r t o s u r v i v e a m o n g t o u g h c o m p e t i t i o n s , b e s i d e s c o s t cutting,companies alsofocuson increasing theircompet itivea d v a n ta g e s bychangeandmanagingchangesuccessfully.Inordertohitt histarget,companieswillutilizeall opportunitiestofullys t a n d a r d i z e theiroperatingmodel,peoplemanagements ystem toincreasetheefficiencyinbothproductionand servicedelivered.

Thenextobjectivewastodefineperceptionsofsupervisorandmanagerlevels ab o u t successfactorforchange.From14factorsdescribedinthequestionnaire,theto p5successfactorsweredetermined:

According to responders, the two most critical success factors for leading change are establishing a strong coalition and communicating a clear vision transparently These factors align with findings from a literature review, emphasizing the importance of change management skills among middle-level managers to ensure successful transformation John Kotter's research supports this, stating that regardless of the type of enterprise or industry, middle and lower-level managers play a key role in driving change They must reduce complacency and increase urgency by creating a change coalition, developing a guiding vision, and effectively communicating that vision to others When these managers have sufficient autonomy, they can often implement changes independently of the broader organizational context.

AlsoasperJohnKotter,inachangeprocess,agoodvisionservesthreeimportantp u rp o ses First,byclarifyingthegeneraldirectionforchange,bysayingthec o r p o r a te equivalentof“weneedtobesouthofhereinafewyearsinsteadofwherewearetoday’.Seco nd,itmotivatespeopletotakeactionin therightdirection,eveniftheinitialstepsare personallypainful.Third,ithelpscoordinatetheactionsofthed i f f e r e n t people,eventho usandandthousandindividuals,inaremarkablyfastandefficientway–

ThisobjectiveistodefineiftherecentchangeinpeoplemanagementinTetraPakple asedtheexpectationofstaffandmanagerattheearlystage.Ingeneral,peopleex pect ed thatthecommunicationaboutimpactofchangeshouldbemoreclearl y.T hi siseasytounderstandbecausepeoplefeel angry,stressfulandworrieda boutch a n g e Theyareafraidofchangeinpeoplemanagementorrestructurethe ywillh a v e tomovetoanotherposition,orevenlosttheirjob.Reflecttoliteraturereview,c ommunication i s t h e k e y elementf o r s u c c e s s A s i m p l e , r e p e a t e d a n d two- wayc o m m u n i c a t i o n alwaysstrategicapproachtogainthebuyinfromemployee.

Ina d d i t i o n t o a t r a n s p a r e n t c o m m u n i c a t i o n , p e o p l e a l s o e x p e c t e d t h a t theyc a n p ar t ici p at e i n c h a n g e p r o c e d u r e f r o m i n i t i a l s t e p s T h i s s h o w e d t h a t p e o p l e h a v e hi ghexpectation ofinvolvement.Inthe literature review,the authoralsomentionedo n e ofcommonerrortoorganisationalchangeisundercommu nicatingthevision–JohnKotter–Leadingchange,theeightmistakes–page17.

Inge ne ra l, r esear chs ho wst ha tb ot hsu pe rv is ora nd managerl eve l h a d veryh ighexpectationduringchangeinpeoplemanagement.Inorderdriveasuccessfulc h a n g e , i t i s c r u c i a l t o meett h e e x p e c t a t i o n s o f employees,a s theya r e d i r e c t l y i mpactedbychange.

Bothsupervisorlevelandmanagerlevelagreedthatability tobuildupcompetencep r o f i l e a n d skills foreach positionequivalenttothe standardsofindustryandglobea n d successionplanningareextremelyimportantskillsf o r leadinga s u c c e s s f u l c h a n g e

Whenbeingaskedabouttheactivitiesthattopmanagementteamhasdoneduringc h a n g e , bothtargetedsupervisorsandmanagersalignedthattopmanagementteamf ocused onpeople d ur in g change and always ins pi re d people bytheircon fi d ence andoptimisticaboutfutureafterchange.

Findingspresentedthatalmostleadingteam;fromtopmanagementtomiddlelevelmanage rsareveryengaged andequippedthemselveswithknowledgeaboutleadingch an geandmanagingchange.T hisisverygood.But,therearepeoplenotsatisfiedw i t h t h e i r s u p e r i o r s astheyd i d n o t s e e t h a t t h e i r s u p e r i o r s w e r e a w a r e o f t h e i r strengthtoprepareanindiv idualdevelopmentplantodevelopthem.Thisisquitedisappointing.Thissitua tionprovedthetruththatduringchangeexecutionprocess,someleadersarestillweaki ncoachingtheirsubordinates.Thiscanbeanegativeimpactforchangeprocess,ast heycouldnotinspire theirteamtobuyintheprocessand thiscausedchangegoinglonger.

Researchd i d a l s o d i s c o v e r t h a t a q u a l i f i e d l e a d e r s h i p w o u l d d r i v e a s u c c e s s f u l c h a n g e , thatcouldbedirectlylinkedtotheADKARmodel,wherea bilitytoapplyk n o w l e d g e andskillstomakechangehappenisakeyelement.AtT etraPak12%and24%ofresponders didstronglyagreedandagreedwiththekn owledgeaboutch ang eex e c u t i o n t h a t t h e y gained.B u t remainingpa r t o f r e s p o n d e r s e i t h e r e x p r e s s e d neutralideas(32%)ordisagreed(24%)thattheydidnotget anytrainingabout changeexecution.

Thefollowingobjective was tomakethe cha lle ng es during tr ans it io na l per iodof ch an g e inpeople management atTetraPak.Transitionisalwayso ne of themostimportantphasesforwhateverbusiness,especiallyforchangeinpeoplem a n a g e m e n t , asitwillbefundamentforwholeperiod.

During transitional periods, individuals experience a wide range of emotions, from motivation to anger and stress These personal feelings can present significant challenges throughout the transition process Research indicates that such transitions directly affect employees' motivation, engagement, understanding, sympathy, stress, and anger While transitional phases can foster collaboration, resistance to change often arises, aligning with step 5 of John Kotter’s model, which emphasizes removing obstacles Gaining buy-in from all levels of an organization is challenging, as some individuals may actively engage while others resist change To effectively address this, a structured process for removing barriers to change must be implemented and monitored continuously.

The research highlights significant challenges organizations face during transitional phases, primarily stemming from a lack of preparation and inadequate communication Many individuals experience negative feelings due to insufficient change information reaching lower levels of the organization Leadership commitment and accountability among some managers are notably weak, which hampers effective change management The HR department, responsible for initiating and facilitating change, struggles to align its shared services teams, resulting in minimal support for other departments in managing people transitions Both interviewees and survey respondents indicated that many employees are unprepared and poorly trained for change, leading to difficult transitions and execution McGreevy’s (2003) research emphasizes the critical role of leadership in successful transitions, revealing that poor corporate support, a lack of local leadership, and inadequate cross-departmental collaboration can significantly hinder the change process.

ThisobjectivewastoevaluatewhetherthechangeinpeoplemanagementinTetraPaks u c c e s s f u l a c c o r d i n g t o s u p e r v i s o r a n d managerl e v e l Only1 2 % o f re spondersagreedthatchangeinpeoplemanagementinTetraPakeffective.28%o f respondersdidnotexpresstheirassessmentabouttheeffectivenessofchange.36%saiditisnotreallyeffectiveand24%saidabsolutelynoteffective.

ThepracticeprovesthatTetraPakisworldleadingmanufacturerinliquidpacka gingandthiswilllastovermanyincomingyears.InTetraPak,internalandexternal drivefactorsforchangeareveryvariableandoften,thuscompanyhastop r ep a r e i t s e l f t o a d a p t w i t h c h a n g e a n d meett h e i n c r e a s i n g d e m a n d i n g re quirementsf r o m c o u n t e r p a r t n e r s t o b e c o m p e t i t i v e i n t h e m a r k e t C h a n g e i s con st ant indailybusiness, buti tis n o t easytomaintainchangeproac tively andalwaysbeingreadyforchange.

Theauthorhasdeterminedfourmainrecommendationsforexecutingasuccessfulc h a n g e inpeoplemanagementinTetraPak.Theyareleadership,employeeengagemen tandcommunication,projectmanagementandsustainabilitytomakec h a n g e anchoringtocompany’sculture.

Strongl e a de r s h i p i s t h e keysuccess f a c t o r f o r e v e r y o rg an isa ti on P e r t a i n i n g t o c h a n g e process,astrongandconstantleadershipwillleadchangefrominitialstepst ofinaloutcome.Responsiblepersonwillleadandinstructotherpeopletoovercome transitionandhowtodeliverasuccessfulchange.Stronginvolvement,inspiratio nandcommitmentfromleadershipwillcreatemomentumtodrivechangeandthee mployeeengagementaswell.

Oneofthemostcrucialfactoristhatleaders’abilitytodemonstrateanewvisionf o r future,createsenseofurgencytomakeithappen,effectivelycommunicatetoteam andsuccessfullyexecute,

Changeisnotone- dayprocess,itrequiresawellpreparedplan,onwhichleadersproactiv ely planf oralldifferentchangedimensions,countonwhatcountfactorsan d haveanactio nplantoactonthat.

Implementing reliable and repeatable change in people management at Tetra Pak has proven challenging, as research indicates that the initiative did not achieve its intended outcomes Many employees were unclear about the project's leadership and the impact of the changes, with even middle-level managers often acting as mere followers Communication regarding the change was limited to local top management and the HR department, leaving lower-level employees uninformed Additionally, HR experts, who are supposed to facilitate these changes, sometimes feel uncertain about the new structure This lack of clarity regarding HR functions has led to frequent misunderstandings and a reliance on the HR department for daily routines, highlighting the need for improved collaboration and communication across all levels of the organization.

Therehavebeenpointedoutintheresearchthatbesidesstrongcommitmentfromlead ership,theo p t i m i s t i c f r o m l e a d e r s h i p a l s o p l a y a n i m p o r t a n t r o l e f o r s uccessfulchange.Changeshouldbeintegratedincompany’scultureandbecomea cult ureo f or ga nis at io n E ve ry on ene eds tou n de r s t a n d thatchangeis a par t oft heirwork

Infact,atTetraPak,changeisintegratedintotheleadershipskillstoperformanceasses smento f a l l s t a f f level.F o r e a c h a n d everys i n g l e l e v e l , t h e r e i s d i f f e r e n t r e q u i r e m e n t s onperformancelevelonchange.Changeskillisfirstpriorityoutof6leade rshipelement.Butalmoststaffincompanydidnotunderstandwhyitisontoppriority.

Thea u t h o r r e c o m m e n d e d t h a t ino r d e r t o makec h a n g e r e l i a b l e a n d r e p e a t e d , awarenesstrainingabout6leadershipskillsingeneralandch angeskillinparticulars h o u l d bed o n e moreo f t e n s o t h a t p e o p l e u n d e r s t a n d thee x p e c t e d behavioursandattitudearoundthat.Belowaresampl esofrequirementsforb e h a v i o u r s r ela te d t o ch an ge skills Su ch requiremen tssh ou ld bec o m m u n i c a t e d and welltrainedtopeoplemanagerssothattheycancoac handassessperformanceoftheirteammembersasrequestedfromcompany.

CHANGE Understandthe needfor changeinadevelopingbusinessenvironment.Drive,embraceandimplementidentifiedchanges.

Caneffectivelycopewithchange;canshiftgearscomfortably;candecideandactwithouthavingthetotalpicture;isn'tupsetwhenthingsareupint h e air;doesn' thaveto finishthingsbeforemovingon; can comfortablyhandleriskanduncertainty.

Individuals who thrive in uncertain environments often embrace new challenges and adapt effectively to change They are energized by the unknown and can shift gears comfortably, even when faced with unpredictability While some may appear noncommittal or stuck in old habits, those who excel in uncertainty provide focus and take decisive action despite lacking a clear outcome They understand the importance of considering data before concluding and can cope productively with change However, there is a risk of valuing change too highly, which may lead to confusion among others Ultimately, their exceptional ability to handle uncertainty allows them to lead effectively in unpredictable conditions.

Stepsuptoconflicts,seeing themasopportunities;readssituationsquickly;goodatfocusedlistening;canhammerouttoughagreementsandsettled i s p u t e s equitably;can

Effective conflict resolution involves improving communication and finding common ground to reduce and head off conflicts A skilled individual can analyze situations and perspectives, remaining objective and calm even in the face of disputes While it's important to avoid a chilling effect on debate, one must also be cautious not to drive for closure too soon or become overly assertive Instead, using conflicts as opportunities for growth can guide others toward the best solutions Balancing assertiveness with accommodation is key, as spending too much time on handling conflicts can detract from focus and productivity.

Isgoodatbringingthecreativeideasofotherstomarket;hasgoodjudgmentaboutwhichcreativeideasandsuggestionswillwork;hasasenseaboutmanaging t h e c r e a t i v e p r o c e s s o f others;canfacilitateeffectivebrainstorming;canprojecth o w p o t e n t i a l ideasmayplayo u t i n t h e marketplace.

To improve creativity and innovation within an organization, it is essential to strike a balance between managing creative individuals and allowing them the freedom to explore new ideas Effective leaders excel at bringing concepts to life and are adept at spotting innovative ideas, while also being open to new approaches However, over-managing creativity can stifle innovation, as can a reluctance to embrace change A successful leader should pay attention to the day-to-day dynamics of creativity, understand how ideas will play out, and recognize the importance of taking calculated risks By fostering an environment that encourages brainstorming and values creative input, organizations can avoid the pitfalls of stagnation and unlock their full potential.

Lookstowardt he b r o a d e s t p o s s i b l e v i e w of anissue/challenge;hasb r o a d - r a n g i n g personalandbusinessinterestsandpursuits;cane a s i l y posefuture scenarios;canthinkglobally;candiscuss multipleaspectsand impacts of

Improve Meets Exceeds Overuse doesnotcomeupwithotherscenar ios canthink intermsofnewscenarios alwaysconsidersmultipleviewp oints

(o)getseasilybored doesn'tofferdifferentperspective s considersanumber ofperspectives broadranginginterests (o)over-reaches,draws poorparallels doesn'tunderstandglobalissues diverse background andinterests broadlyexperiencedandinforme d

(o)overloadsotherswithinput isn'ta visionary generallyconsidersfutureimplicati ons constructsmanypossiblescenari os

(o)pushesforchangestoo early isn'tbroadlyexperienced interestedinglobalissues future-oriented,visionary (o)seems"preachy" isn'topen-minded usuallywellinformed understandsglobalissues (o)strugglestofocusonhereandnow

Deliveringc h a n g e a n d strengtheningr e s u l t s a r i s e f r o m mutualu n d e r s t a n d i n g , a b i l i t y t oc o n n e c t a n d commitmentb e t w e e n employeesa n d l e a d e r s I n o r d e r t o d e l i v e r a s u c c e s s f u l c h a n g e , c o m p a n y n e e d s s t a f f en gagement.T h r o u g h o u t ther e s e a r c h p r o c e s s s u p e r v i s o r s a n d managers h a v e a c k n o w l e d g e d t h a t e m p l o y e e s w o u l d liketobeengagedandtheywo uldliketoknowwhatisgoingonandwhatisgoingtohappeninthefuture,astheyre allywantedtohavetheirprofessionalfutureis o n t h e p l a n T h e r e se a r c h e r ha s b e e n n o t i c e d th at pe o p l e s u p p o r t w h a t theyhelptobuild,sothebestwayto havethechangesuccessfullyandovercomer e s i s t a n c e tochange istoinvolveaff ectedp e o p l e fromtheinitialsteps,asearlyandoftenaspossible.

Employeeengagementisnotonlyachievedbytransparentcommunicationbutalsobyknowl edgethattheygainduringtrain.Thesupervisorsandmanagerspointedo u t thatt heyexpectintensivesoftskilltrainingsforhandlingwithchange.Aslonga s theyknowwha ttodoandhowtohandlewithchange,theirnegativefeelingssu chasstress,w orry,angry,demotivatedwillbefadedaway,andthereareonlya r e a s forpositivefe elingswhenhandlingwithchange.

Notonlyexistingco- worksneedtobeengagedandmotivatedbutalsonewhiress h o u l d bei n d u c t e d bya l l c r o s s f u n c t i o n d e p a r t m e n t t o g e t f u l l p i c t u r e a b o u t comp any t o e n s u r e t h e i r a w a r e n e s s a n d b u y - i n f r o m t h e veryf i r s t daysj o i n i n g company.E s p e c i a l l y , s t r u c t u r e a n d f u n c t i o n s o f H R d e p a r t m e n t s h o u l d b e d e l i v e r e d ton e w c o m e r s w i t h s u f f i c i e n t informationi n o r d e r t o o r i e n t t h e m tou n d e r s t a n d andhandlewithpeoplei ssuesonalaterstage.

Besides,i n o r d e r t o e n g a g e n e w h i r e s a n d maket h e m g e t o n w e l l w i t h dailyroutinesa n d c o m p a n y ’ sc u l t u r e i t i s r e c o m m e n d e d toh a v e a buddyt o s u p p o r t them.Thebuddyshouldspeakthevoiceofcompany,livecompany’sval uesand

83 element.Thebuddyhelpsnewhiresfeelwelcomed,thebuddywillactasc o n n e c t o r betweennewhiresandhis/hernewco-workers.

Changeitself is aproject.Howtomanagethisprojecttominimizecostandfailurei s alwaysachallengingf ormanagementteam,becausefailurewillleadtoanotherc h a n g e A s a b o v e mentio nedbyr e s e a r c h e r , t h e p r o j e c t c h a n g e i n p e o p l e managementi n T e t r a

The lack of a structured plan, effective communication, engagement, and training has hindered project success, leaving team members unaware of their roles and the project leader To address this, it is crucial to establish a clear roadmap with specific timelines and defined responsibilities for each team member Effective project management tools and techniques are essential to support change processes, encompassing reasons for change, timelines, responsibilities, costs, and risk assessments Conducting thorough risk assessments before project initiation allows teams to anticipate potential challenges and proactively develop action plans to mitigate mistakes and failures during execution Regularly reviewing and communicating this information to all stakeholders is vital for ensuring project alignment and success.

Theresearchshowedthattherehavebeennotenoughpreparationsandworkput int ochangeinpeoplemanagementprocess.Actuallyitistheshortageofaproperpro jectmanagement.P e o p l e didnotgetsufficientinformationaboutreasonsforc h a n g e , timeline,approaches,projectmanagementteam,expectedoutcome.

84 stillrelyontheadministrativemodelandexpectedthatHRdepartmentwillhandletheirHR jobs Throughoutthe research,the authorrecommendsthatin ordertoa n c h o r changeindailybusinessandcompanyculturethecommunicationneedtobes p r e a d o u t b e f o r e c h a n g e , d u r i n g c h a n g e t o e n s u r e t h e a w a r e n e s s o f t e a m members.Communicationmightbefromtopmanagementtoteams ,fromglobalmanagerstolocalteams,fromlocalmanagerstokeyplayers,departme nts’managerstotheirsubordinatesorevenfromteammemberstoteammembers.

Changemanagements k i l l s a rer eq ui re dan d n e e d to be tr ai ned to cha nge man agementteamtohandlechangeinapropermanner.

Dependsontheresultandiffirststepsofchangeachieved,celebrateshortter mwina n d t h i n k a b o u t a p p l y i n g n e w a p p r o a c h e s a s p e o p l e w i l l b e c o n v i n c e d t h a t n ewapproachesworkandstepbysteplinkthoseresultswithcompany’sculture.

CollaborationofHR teamisattop.As inafastpaceworking environmentlike Tetra Pak,teamworkisrequiredtodealwithtransitionprogress.Eachmembers ofHRteamcanusetheirexpertiseadvantagetodelivercorrectandrightmessagerel a ted t o c h a n g e i n p e o p l e managementa n d meeti n c r e a s i n g d e m a n d i n g f r o m internalandexternalcustomers.

Enhancingleadershipskillsisimportantbutempoweringemployeesisalsocrit ical, especially d u r i n g change.Thisfacilitatingfactorrequiresa flato r g a n i z a t i o n , moredecisivefrommanagementteam.Thetopmanagementsho uldf o c u s onleadershipskillsandempowermanagerialresponsibilitiesforcha ngetotheirsubordinates

Collins Cobuild (2019) Change management definition Collins

( 2 0 0 1 ) R es i s t a nc e t o change: An e w viewof an o l d problem.TheFuturist,53(3 ).

(2018) 5 Reaso ns whyOrganizationalchange fails.Beyondthechangemanage ment.

TheG r o w t h i n I m p o r t a n t o f theI nt ernation al Perspective.TheJournalofManagementReviewVol.16.

JeffHiatt.(2016).ADKAR,themodelfor changein business, governmentand ourcommunity.

Robert Hall (2019) Change Management and Modern Business. www.marval.co.uk

Willis Tower Watson (2017) Report on 2016 Global Workforce Study

2 Whata n d h o w w e r e employeese x p e r i e n c e s w i t h c h a n g e a n d c h a n g e m a n a g e m e n t inpeoplemanagementintheirdepartmentsandwithino r g an i s at i o n?

4 Whatdidemployeesunderstandaboutrolesofmanagers,managementboardinc h a n g e andchangemanagement,bothingeneralaspectandinhumanresourcem an a g e m en t ?

Respectivelinemanageri s t h e personi n chargeo f solvingprobl ems related to peoplewithexpertisesupportfromHR Department.

HRMis thepersoninchargeof managingallfunctionof HRDepart ment ☐ ☐ ☐

HRMisthestrategicpartnerofothercrossfunctiondepartmenta n d s upport,adviseotherdepartmentsallaspectsrelatedt o peopleandact sascoordinatortoensureservicequalityof otherfunctionsofHR

HRDepartmentfocuseso n l o n g termstrategiess u c h a s investme nteffectivenesso r sustainabilityo f company'sknowledge.

Question4:Doyouunderstandr e a s o n s fo r change in HRM?

Creating"buyin"ofemployeesintoorganizationalchangein4.0indus try

Integratingchangingp l a n (shortterm,middlet e r m a n d longt e r m plans) ☐ ☐ ☐ ☐ ☐

Leadingfactoriscompany'sculture:Understandingcompany'scultu rebeforeleadingchange

Clear action plan and communicated effectively andspecificallytorespectiveparties

Clearlymentioningtheroleso f HRdepartmentwithtrainingmiddlel evelmanagersa b o u t changemanagementskillsandotherfunction sofHR department

Question7:Whichf a c t o r s d o yout h i n k b e i n g d o n e i n c o m p a n y d u r i n g c h a n g e ? Pleasetickinappropriatebox(from1islessfrequencyto5isthehighestfrequency).

Leadingfactori s company'sculture:Understandingcompany'sculturebefore leadingchange

Clearlymentioningt h e roleso f HRdepartmentwithtrainingmiddlelevelma nagersaboutchangemanagementskillsandotherfunctionsofHR department

Question8:A r eyous a t i s f i e d w i t h c h a n g e m a n a g e m e n t s k i l l s t h a t yours u p e r i o r s donei n yourd e p a r t m e n t s / c o m p a n y ?

Buildu p competencep r o f i l e ands k i l l s f o r eachp o s i t i o n equivalentto thestandardsof industryandglobe

Enhance professionaland soft skillstrainingbye-learning ☐ ☐ ☐ ☐ ☐

Pleasekindlygiveatleast5 r e a s o n s byt i c k i n g ina p p r o p r i a t e b o x ( f r o m 1 isnoti m p o r t a n t to5 i s t h e mostimportant).

Buildupco mp ete nce p r o f i l e and sk il ls for each p ositione q u i v a l e n t t o t h e s t a n d a r d s o f i n d u s t r y a n d g l o b e

Question11:Pleaseconsiderthefollowingconclusionsandexpectationsfromy ours i d e tochangemanagementinpeoplemanagementincompanybytickingtothemostsuit ableboxwithyouropinions.

Strongly Agree Agree Neutral Disagree Absolutely disagree

Strongly Agree Agree Neutral Disagree Absolutely disagree

Question15:How doyoufeelduring transition periodofchangeprocessincompanyandinhumanresourcemanagementmechanismpart icularly?Pleasetickintheappropriatebox,1isthelowestand5isthehighest.

Question16:P l e a s ec o n s i d e r t h e f o l l o w i n g c o n c l u s i o n s g i v i n g youro p i n i o n a b o u t importantfactorsduringtransitionperiodbytickingtothemostsuitablebox,1isthel owestand5isthehighest.

Employeesa r e t r a i n e d s k i l l s f o r c h a n g e byt r a i n i n g co ur ses p ro vi de d bycompanyorbylearning o nt he fly.

PartA:Changeunderstanding………………………………………… 384 6 PartB:Expectations…………………………………………………… 574 7 PartC:Leadingchange

Howdo you understandaboutfunctionsand responsibilitiesofHuman Resourcedepartmentincompany?

Answeroptions Right Don’t know Wrong Response count

HR Departmentisresponsible forproactivelydeployingGlobalHR strategythroughdirection foremployeetoimplementtheirtaskstoreachcompany'sstrategy 22 3 25

HR Departmentisresponsible forsolvingproblemsrelatedtopeoplethrough expertise ofitsstaff 25 25

Respective linemanageristhe personincharge ofsolving problemsrelatedtopeoplewith expertisesupportfromHR Department 18 7 25

HRMisthe personincharge ofmanagingallfunction ofHR Department 6 19 25

HRMisthe strategic partnerofothercrossfunctiondepartmentandsupport,adviseotherdepartmentsallaspects relatedtopeopleandactsascoordinatortoensureservicequalityofotherfunctionsof HR Departmentprovidedtootherdepartments

HR Departmentfocuseson long termstrategiessuchasinvestmenteffectivenessorsustainabilityofcompany'sknowledge 17 8 25

HR Departmentisthe change initiatorand facilitator 10 15 25

The questionsweremadetoseetheawarenessofemployeesabout functionsofHRdepartmenti n T e t r a P a k T h e f i g u r e 4 7 r e f l e c t s t h e a n s w e r s frome m p l o y e e s O v e r a l l , managerslevelunderstoodcorrectlythefunc tionsofHRdepartment.88%

(22) respondersa r e a w a r e o f t h a t H R Departmenti s r e s p o n s i b l e f o r p r o a c t i v e l y deployingGl oba l HR s t r a t e g y throughdirectionf o r employeet o i m p l e m e n t t h e i r t a s k s toreachcompany'sstrategy.72%(18)respondersunderstandkey roleoflinemanagersissolvingproblemrelatedtopeoplewiththeexpertisesupportfr omHRe x p e r t s O n e morei m p o r t a n t f a c t o r p e r t a i n i n g t o c h a n g e s h o w e d t h a t 4 0 % ( 1 0 ) responders un der st an d t h a t H R d e pa r t m e n t ist h e cha ng e i n i t i a t o r a n d f ac i l i t a t o r s notthechangefollower.

BesidesunderstandablefeedbacksaboutHRdepartmentsfunctions,therearest illm a n y confusionsf r o m employees.S u c hc o n f u s i o n s comef r o m almost ne w h i r e s a n d s u p e r v i s o r l e v e l 24% (6)respondersconfused thatHR

Managerisin 49 chargeofmanagingallfunctionsofHRDepartment.Thisfeedbackreflectsthefamiliarit y ofemployeew i t h o l d HRm o d e l, a d m i n i s t r a t i ve H R management.O r t h e r e a r e s t i l l

44%(11)respondersthoughtthatHRManagerisnotthestrategicpartnerofothercr ossfunctiondepartmentandsupport,adviseotherdepartmentsallaspectsrelatedto pe opleandactsascoordinatortoensureservicequalityofotherfunctionsofHRDepartment p r o v i d e d too t h e r d e p a r t m e n t s O n e morec r i t i c a l f i n d i n g i s 3 2 % ( 8 ) r e s p o n d e r s t h o u g h t i t w a s n o t c o r r e c t t h a t H R D e p a r t m e n t f o c u s e s o n l o n g t e r m strategiessuchasinvestmenteffectivenessorsustainabilityofcompany'sk n o w l e d g e And60%(15)respondersunderstoodthatHRDepartmentjustfocusesonshortter mrequirementssuchascostreducingorimprovingproduct qualityofcompany.2 4%(6)ofresponders didnotthinkthattheyhavefreedomtoexecutet h e j o b s w i t h r e s p o n s i b i l i t y A g a i n , s u c h w r o n g p e r c e p t i o n s c o m e f r o m newlyemployedstaff.

Theresults i ntable4 2 showthat 52%(13) o f r e s p o n de n t s are n o t satisfied withr e c en t c h a n g e inH R M s y s t e m i n company.T h i s r e s u l t m a i n l y come sfromt h e g r o u p o f p e o p l e ha d w o r k e d inc o m p a n y from3-

5years.5 o u t of1 3 u ns a t i s f i e d r esp on dentsareatmanagerlevel,remainingaresuperv isorlevel.Thisresultanalerttomanagementteamandforcesthemanalyzingtherootca usespreparetheactionp l a n forimprovementthesatisfactionrate.Thiswillb eclearlyrevealedinexpertinterviewandimplicationpart.

Success evaluation of HRM strategy execution

Agree Neither agree nor disagree Disagree Strongly disagree

Figure4 9 : S u c c e s s ev a l u a t i o n o f H R M S t r a t e g y execution a t d e p a r t m e n t l e ve l- So urce: Author’sownsurvey

The study aimed to assess the execution of the HRM strategy at the departmental level Results indicated that only 32% of respondents (8 individuals) felt that the HRM strategy was successfully implemented in their departments Additionally, 16% (4 respondents) were uncertain about the effectiveness of the execution.

8 % ( 1 2 ) p e r s o n disagreedt h a t H R M s t r a t e g y isn o t s u c c e s s f u l l y d e p l o y e d i n t h e i r d e p a r t m e n t s Amongd i s a g r e e d r e s p o n d e r s t h e r e a r e b o t h managersa n d s u p e r v i s o r s E v e n t h e p e o p l e w o r k i n g i n H R d e p a r t m e n t a l s o e x p r e s s e d t h e i r d i s a g r e e m e n t a b o u t t h e statementthatHRMstrategyexecutedsuccessfullyintheirdepartment.

Pleasekindlygiveatleast5reasons bytickinginappropriatebox(from1 isnotimportantto

It is crucial to understand the varying degrees of importance in different contexts Some matters may be deemed not important, while others can be classified as less important, important, very important, or even extremely important Recognizing these distinctions can significantly impact decision-making and prioritization It is essential to respond appropriately based on the level of importance assigned to each issue.

Theresponderswereaskedtoprovideatleast5reasonsforHRMchangethattheymightt hinkthatthemostimportantones.Andtheresultsintable4.4statedtop5selectedr easonsforchangeinHRMare:

5 Creating"buyin"ofemployeesintoorganizationalchangein4.0industry( 1 6 % ) Besidessuchtop5abovementionedreasons, manyrespondersstillbearinmin dt h a t t h e c u r r e n t r e s t r u c t u r i n g i n H R M a t T e t r a Pakisf o r c o s t c u t t i n g , 3 2 % o f r e s p o n d er s t h o u g h t t h i s i s v e r y i mp or ta nt r e a s o n , o r i m p r o v e m e n t o f q u a l i t y andservice,24%thoughtthisreasonisveryimportant.

Extreamly clearly Not so clearly

Figure4.11:Clearreasonscommunication-Source:Author’sownsurvey

Resultint a b l e 4 5 s h o w e d t h a t 2 4 % ( 6 ) o f r e s p o n d e r s t h o u g h t t h a t r e a s o n s f o r c h a n g e communicatedtothemclearly.68%responders’feedbacksment ionedc l e a r l y thatthereasonsforchangedidnotcommunicated tothemclearly(32%)oral i t t l e b i t c l e a r l y (36%).Thiscamealmost fromnew hired employees and supervisorlevel.

Understanding the significance of various levels of importance is crucial Different aspects can be categorized as not important, less important, important, very important, and extremely important Each category plays a vital role in prioritizing tasks and responses effectively Recognizing these distinctions ensures that attention is directed to the most critical issues, enhancing overall response quality.

Integratingchangingp l a n (shortterm,middleterma n d longt e r m plans) 1 4 9 8 3 25

Leadingfactori s company'sculture:Understandingcompany'sculturebefo releadingchange 1 3 6 1

Clearactionplana n d communicatedeffectivelya n d specificallyt o respect iveparties 2 9 7 7 25

Notimportant Lessimportant Important Veryimportant Extremely important

Clearly mentioning the roles of HR department with…

Clear action plan and communicated effectively and…0%8% Leading factor is company's culture: Understanding…4% 12%

Strong coalition to lead change 0% 16% Creating urgency of change 04%%

Buy in motivation from employees 0%12% 12%

Management from executive officers24% Transparent and sufficient communication 0% 24%

Effective leadership skills from top management 0%12%

Strong commitment from top management 0%28% 40%

Clear vision and communicated transparently 0%12%

Integrating changing plan (short term, middle term…4% 16%

3 Leadingfactoriscompany'sculture:Understandingcompany'sculturebefo re le adingchange(40%)

6 Integratingchangingplan(shortterm,middletermandlongtermplans(32%) Therearesomerespondersthoughtthatprojectmanagementskill(32%)andm a n a g e m e n t fromexecutiveofficer(32%)arenotimportant.

Integratingchangingplan(shortterm,middleterma n d longt e r m plans) 1

Leadingfactoriscompany'sculture:Understandingcompany'sculturebefore leadingchange 8 8 9 25

Clearlymentioningt h e roleso f HRdepartmentwithtrainingmiddlelevelm anagersaboutchangemanagementskillsandotherfunctionsofHR department

Whenaskingthisquestion,theauthorwantedtounderstandabouttheawarenessofr e s p o n d e r s aboutchangeexecutionincompany.Asmanyofresponders(especiallyt h e on eswhohavebeenworkingwithcompanyformorethan5years)aretrainedf r o m i n i t i a l s t e p s o f c h a n g e T h e r e s u l t i n t a b l e 4 7 r e f l e c t e d t h e l e a d i n g f a c t o r s d u r i n g changeincompany:

2 Leadingfactorisco mp an y' s culture: Understanding company'scu lt ur e b e f o r e leadingchange(36%)

Thisresultrevealed t he strategyofmanagementteamduringchange A t th ef ir50 sts t a g e themanagementteamwantedtoconveyclearmessageaboutvisionofcompa nya n d t h e n s t r a t e g y is made.T h r o u g h o u t t h e c h a n g e , c o m p a n y c u l t u r e i s integratedinchangesothatallemployeeswillnoto n l y understandandconduct

51 businessactivitiesascompanyculturebutalsoequippedwithchange/ projectm an ag em ent skills.Managementteamalwaysunderstoodthatcollab orationisthekeyfactorforeverysuccess,andforchangesuccessisnotanexception.Mem berincoalitionmustbethepersonunderstandtheurgencyforchange,speakthevoiceof c o m p a n y a n d s u p p o r t t h e r e s i s t a n t p e r s o n f o r c h a n g e u n d e r s t o o d t h e n e e d s o f changeandovercometheircomfortz one.

Areyousatisfiedwithchangemanagementskillsthatyoursuperiorsdoneinyourdepartments/company? Pleasetickinappropriatebox(from1 isnotsatisfiedto5 isextremelysatisfied).

N ots ati sfi ed A bit sa tis fie d S ati sfi ed V ery sa tis fie d E xtr em ely sa tis fie d R es po ns ec ou nt

Notsatisfied Abitsatisfied Satisfied Verysatisfied Extremely satisfied

This questionismadetodig thesatisfactionrateofsupervisorand managerleveltoch an gemanagementskillsoftheirsuperiors.Andtop5changema nagementskillsthatrespondersmentionedare:

Respondersatmanagerlevelagreedthattheyarefullyempoweredduringchange anda c te d freelywithr e s p o n s i b i l i t y W h e r e a s almosts u p e r v i s o r l e v e la g r e ed t h a t theyareinspiredalotduringchange,fromdayonethey areinspiredbycompany’scultureandvisions.Duringtheirservicetimeatcompa ny,suchculturefascinatedth e m tobehaveprofessionallyandinapropermanner.

Pleasek i n d l y giveatleast5reasonsbytickinginappropriatebox(from1isnotimportantto5i sthemostimportant).

Notimportant Lessimportant Important Veryimportant Extremelyimportant Responsecount

Buildup competenceprofile and skills foreach p o s i t i o n e q u i v a l e n t t o t h e s t a n d a r d s o findustryandglobe 3 3 5 7 7 25

Enhance professional and soft skillstrainingbye-learning 2 7 10 4 2 25

CRITICAL HR FUNCTIONS FOR ORGANISATIONAL CHANGE

Not important Less important Important Very important Extremely important

Figure4.15:CriticalHRfunctionsfororganisationalchange-Source:Author’sownsurvey

Thisq u e s t i o n h e l p s t h e a u t h o r toa n a l y s e t h e s t a t e s o f r e s p o n d e r s a b o u t c r i t i c a l fun ct io ns ofHRdepartmentduringorganisationalchange.Respo nderswouldratetheiranswerfrom1to5(notimportanttoextremelyimportant).

OtherthanthatrespondersalsostatedthatOrganisationaldesignandmanningplanisav eryimportantfunction ofHR department(32%) 24%of r esp on der sag re ed thattrainingeffectivenessevaluationisalsoveryimportantfunctionthatHRdepartm entofTetraPakshouldfocuson.

Pleasekindlygiveatleast5r e a s o n s bytickinginappropriatebox(from1isnotimportan tto5isthemostimportant).

Notimportant Lessimportant Important Veryimportant Extremelyimportant Responsecount

Not important Less important Important Very important Extremely important

Figure4.16:Peoplemanagementskillsofsuperior-Source:Author’sownsurvey

Thisquestionenabledtheauthorinvestigatetheimportanceofpeoplemanagements k i l l s f or l i n e m a n a g e r s T h e r e s u l t i n t a b le 4 1 0 p r es e n t e d to p5 i mp or ta nt s k i l l s requiredforalinemanager:

Thisresultpresentedthe trueroleofline managers inTetraPak, theyaren otonlyworkmanagerbutalsopeoplemanager.Inordertoachievethisgoal,thel i n e managersneedtobetrainedtobecompetentwithpeoplemanagement.Ofc o u r s e withsupportfromexpertiseHRpartners.

StronglyAgree Agree Neutral Disagree Absolutelydisagree Responsecount

Iexpectedemployeesunderstandandbeawareofch an g emanagementsothattheycanadaptbetterwithc h an g e in company.

EXPECTATIONS TO CHANGE MANGEMENT IN PEOPLE MANGEMENT

Agree Neutral Disagree Absolutely disagree

Whenreferringtochangeinpeoplemanagement,itisnecessarytoseehowpeoplee x p e c t , andthenmanagementboardcanseethepicturenotonlyfromtheirside,butalsofromha ndsonteam,thepersonwhomanagechange,executechangeorevenr e s i s t change.

Resulti n t a b l e 4 1 1 showed clearlyt o p 5 expectations fromr e s p o n d e r s w h e n r efer ri ng tochangeinpeoplemanagement:

1 I expected the communication about the impacts of change moretransparently(36%)

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Wheni n t e r p r e t i n g t h o s e c o n c l u s i o n s / e x p e c t a t i o n s i n t o c h a n g e managementlanguage,theauthorfoundthatth eexpectationsfrom respondersaretheve ry c r u c i a l s t e p s a n d s k i l l s f o r a l e a d e r t o l e a d c h a n g e s u c c e s s f u l l y T h o s e a r e transparentcomm unication;buyinfromemployeesduringchange,traininganddevelopingc h a n g e m a n a g e m e n t s k i l l s f o r m i d d l e l e v e l e m p l o y e e s , deployingexcellen toperationculturethroughout de p a r t m e n t s Theyarethe verysuccessfa c t o r sandkeyelementstoensureasustainablechange.Orinorderwords,suchactivitiesw i l l makec h a n g e r e p e a t e d l y a n d reliably,e s p e c i a l l y f o r c h a n g e i n p e o p l e management.

Answeroption Responsecou nt Responseperc ent

Figure4.18:Employee’ssatisfactionduringchange-Source:Author’sownsurvey

Ino r d e r t o u n d e r s t a n d p e o p l e ’ s s a t i s f a c t i o n a b o u t t h e i r r o l e s d u r i n g c h a n g e , thea u t h o r madethisquestionforthispurpose Result intable12pre sentedthatonly1 6 % (4)and24%(6)o f r es p o n d e r s are st ro ng ly satisfiedan ds a t i s f i e d withtheirr o l e s during change.Rate ofneutralresponders 28%(7)anddissatisfied responders3 2 % ( 8 ) a r e m o r e t h a n 5 0 % o f r e s p o n d e r s T h i s r e q u i r e s a p r o m p t a c t i o n f r o m h ig herl e v e l t o i m p r o v e t h e s i t u a t i o n a n d e n h a n c e buyi n r a t e f r o m e m p l o y e e s d u r i n g change.

S tro ng ly A gr ee A gr ee N eu tra l D isa gr ee A bs olu te ly dis ag re e R es po ns ec ou nt

MANAGEMENT BOARD DURING LEADING CHANGE

Figure4.19:Criticalactivitiesfromtopmanagementrequiredd u r i n g leadingchange-Source:Author’sownsurvey

Leadingc h a n g e s k i l l s f r o m t o p m a n a g e m e n t a r e e x t r e m e l y important.Inordertounderstandwhatdidtheydoduringleadin gc h a n g e theauthor designedthis que st io n Result ofthis q uestion allowedtheauthoranalyseawarenessofrespondersaboutwhatarehappening.

ResultrevealedthetruththatwhereverinTetraPak,fromgloballeveltolocallevel,p eo ple ist62 hecoreandvaluableasset.Managementboardunderstoodthattheycanl e ad t h e c h a n g e b u t t h e i r p e o p l e a r e t h e o n e s w h o managea n d e x e c u t e c h a n g e s uccessfully.B e s i d e s , c r e a t i o n a c l e a r v i s i o n i s a l s o i m p o r t a n t f o r e n t i r e o r g an is a t i o n conductcompanybusinessactivitiestohitthetargets.

OF EMPLOYEE ABOUT CHANGE EXECUTION

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Figure4.20:Awarenessandknowledgeaboutchangeexecution-Source:Author’sownsurvey

Thisq u e s t i o n w a s madet o e x p l o r e t h e a w a r e n e s s a n d k n o w l e d g e o f r e s p o n d e r s aboutchangeexecution.Theauthorwantedtoknowiftherespondersweret rained aboutc h a n g e e x e c u t i o n A n d r e s u l t s h o w e d t h a t j u s t managerl e v e l a n d t h e o n e s w h o havebeenworkingincompanyformorethan5yearsrespondedthattheyweretraine daboutchange,1 2 % ( 3 ) an d2 4 % (6 ) st r o n g l y agreeda n d agr ee d thattheyw ar e trainingforchangedeployment.3ofthemaremanagementboard.

So ur ce: Author’sownsurvey

Itiscrucialtoknowthefeelingofemployeesduringchange.Peopleoftenfeelwellw i t h th eircomfortzone.Theyoftenhavetrendtoresistchange.Sounderstandingwhat dotheyfeelduringtransitionperiodisveryimportanttomanagementteamtoprepareapr operactionplantoensuresuccesschange.Thisquestionwasdesignedf o r thispurpos e.

Abovementionedo b v i o u s l y r e v e a l e d a mixedf e e l i n g o f r e s p o n d e r s d u r i n g transitionperiod.Almostl o n g t e r m s e r v i c e respondersa r e u n d e r s t a n d a b l e a n d sy mp a t h i z ed withc ompanyduring change period,astheyunderstood thatchangeist h e s u c c e s s keyd u r i n g i n t h i s i n d u s t r y , w h i c h o p e r a t i o n d e p e n d s a l o t o n d i g i t a l transition.Somerespondersevenfeltangry(20%)duringtransitionsperiod,itcamef r o m su pervisorlevel.

% ) , f u l l energyand satisfiedwiththeircurrentjob(28%).Samerate(28%)feltstressfuland1 6 % feltsomehows cary.

Whenseeingoverallpicture,peoplehavesuchdifferentfeelingsduringtransi tionp e r i o d Itissomehowunderstandable,asbeforeachange,wehumanbeing softenhavenegativefeelingssuchaspanic,confused, notsupportive, refus edtochangeandp o s i t i v e f e e l i n g s u c h a s j o y f u l ( f o r t h e o n e s w h o a r e n o t happyw i t h t h e i r currentjobsforinstant),motivated,engaged,fullenergy… Tohandlingsuchf e e l i n g isnoteasyatall.Butitisworthy toknowdifferentwaysofthinkingsothatyou,asmanagercanhandlechangeeffectivelydurin gtransitionalperiod.

Pleaseconsiderthefollowingconclusionsgivingyouropinionaboutimportantfactorsd u r i n g tr ansitionperiodbytickingtothemostsuitablebox,1isthelowestand5istheh ig h est

Figure4.22:Successfactorsfortransitionperiod-Source:Author’sownsurvey

Changesuccessdependsverymuchontransitionperiod.Understandingfeelingof employeeduringtransitionalphase,havingawellpreparedactionplan,executingina proper mannerarecrucialforchangesuccess Tohavedataforanalysesuccessf a c t o r fortransitionalphase,theauthoraskedtherespondersthisquestion.Andthef eed bac ks werequiteobviouslyclassified:

2 Consultantt e a m withindepthknowledgeandcompany'svoicetos u p p o r t theresi stantduringtransitionperiod(48%)

The resultshowed clearlythattoovercometransitionperiod,itisnecessarytohavea knowledgeableteamtos peakoutthevoiceofchange,thevoiceofcompany.Andsurely,a c l e a r a n d t r a n s p a r e n t e x e c u t i o n p l a n i s t o p i m p o r t a n t t o makea c h a n g e p l a n happens.Company’ scultureintegrationduringthistransitionalperiodisalsoveryimportant,as unde rstanding andbehavingascompany’s c u l t u r e isthe

EFFECTIVENESS OF CHANGE IN HRM

Figure4.23:EffectivenessofchangeinHRM-Source:Author’sownsurvey

Thisq u e s t i o n i s a s k e d t o s e e h o w w a s e v a l u a t i o n o f r e s p o n d e r s a b o u t c h a n g e effectiveness i n H R M i n company.A n d j u s t 1 2 % ( 3 ) r e s p o n d e d t h a t i t w a s verye ff e c t i v e 28%(7)presentedneutralfeedbacks.36%(9)saidi tisnotreallye f f e c t i v e And24%(6)respondedabsolutelynoteffective.

Thisresultreflectedabigquestionmarkcurrentlydiscussedincompanyaboutthee f f e c t i v e n e s s ofchangeinHRM.Theemployeeengagementsurveyresultandth ean sw er inthisquestionurgemanagementteamtakepromptactionstofindthebestsol utionstomakechangeinHRMsuccessfullyandeffectively.

HRdepartmentinp ar t i cu l ar andmanagementteamofTetraPakingeneralshoulddoor coulddoinadifferentwaytogetchangereliablyandrepeatedlyinHRM.Theanswersfr ombarintervieweesgaveworthyrecommendations,whicharesummarizedasbelow:

- Clearkeymanagementindicatorsclearactionmanagementindicatorclearp erformanceindicatorforchangemanagementofHRMandcommunicated toa llrespectivepartners.

- Havinga s t a n d a r d c o m p e t e n c e p r o f i l e s f o r a l l p o s i t i o n s a n d c l e a r l y co mmu nicate t o teamss o t h a t p e o p l e c a n s e l f - e v a l u a t e t h e i r c o m p e t e n c e , d ef i n e theirgapsandpreparethemselvesto fillinthatgapsandprepareforindividualdevelopmentplan

- Integratingcompanycorevaluetrainingintheinductionfor newhires s oen sur e company’scultureisawarefromdayone.

Thischapterwillsummarizethemainfindingsofthestudyanddiscoverthetheorymenti onedint h e l i t e r a t u r e r e v i e w T h e t a k e awayf r o m t h i s r e s e a r c h p r o v i d e s solutionsf or managementboardofTetraP a k tomakeHRMchangereliableandr e p e a t e d T h e r e s e a r c h e r w i l l c o n d u c t a discussions e p a r a t e l y byc o n n e c t i n g t h e r e v i e w e d literatureandthefindings.

EvenT e t r a P a k h a s d e p l o y e d n e w H u m a n r e s o u r c e managementf o r n e a r l y 1 0 years,a n d H R f u n c t i o n s a r e c e n t r a l i z e d a n d H R departmentf o c u s e s m a i n l y onstrategicdeployment.Butthefindingsshowedthatpeoplestillconfus edtherolesa n d responsibilitiesofHRdepartment.Supervisorlevelstillthoughtthat HRmanageristhepersoninchargeofallfunctionsofHRdepartment.Ortheythoughtt h e conclusion“HRMisthestrategicpartnerofothercrossfunctiondepartmentandsupport,adv iseotherdepartmentsa l l aspectsrelatedtopeopleanda c t s ascoordinatorto ensureservice qualityofotherfunctions ofHR Department providedtootherdepartments”iswrong. Ont h e o t h e r h a n d , p e o p l e d i d n o t t h i n k t h a t l i n e managersa r e keyp e r s o n w h o h a n d l i n g problemrelatedtopeople,either.

Changemanagement,e s p e c i a l l y c h a n g e managementinH R M isc r u c i a l p a r t o f b u s i n e s s , o f organisationalg r o w t h a n d success.H o w tor e c o g n i s e c h a n g e andhan dlechange a r e im po rt an tf or leaders and managerso f company.R e s u l t s fromq u e s t i o n n a i r e displayedthemostimportantreasonsforchange:

Inn o w a d a y s b u s i n e s s i n o r d e r t o s u r v i v e a m o n g t o u g h c o m p e t i t i o n s , b e s i d e s c o s t cutting,companies alsofocuson increasing theircompet itivea d v a n ta g e s bychangeandmanagingchangesuccessfully.Inordertohitt histarget,companieswillutilizeall opportunitiestofullys t a n d a r d i z e theiroperatingmodel,peoplemanagements ystem toincreasetheefficiencyinbothproductionand servicedelivered.

Thenextobjectivewastodefineperceptionsofsupervisorandmanagerlevels ab o u t successfactorforchange.From14factorsdescribedinthequestionnaire,theto p5successfactorsweredetermined:

According to respondents, the two most critical success factors for effective change management are a strong coalition to lead change and a clearly communicated vision These factors align with findings from a literature review, emphasizing the importance of middle-level managers' change management skills in ensuring successful transitions John Kotter's research supports this, indicating that regardless of the type of enterprise, the key players in change initiatives are often middle or lower-level managers These leaders must work to reduce complacency, increase urgency, create a change coalition, develop a guiding vision, and effectively communicate that vision to others With sufficient autonomy, they can drive change independently of the broader organization.

AlsoasperJohnKotter,inachangeprocess,agoodvisionservesthreeimportantp u rp o ses First,byclarifyingthegeneraldirectionforchange,bysayingthec o r p o r a te equivalentof“weneedtobesouthofhereinafewyearsinsteadofwherewearetoday’.Seco nd,itmotivatespeopletotakeactionin therightdirection,eveniftheinitialstepsare personallypainful.Third,ithelpscoordinatetheactionsofthed i f f e r e n t people,eventho usandandthousandindividuals,inaremarkablyfastandefficientway–

ThisobjectiveistodefineiftherecentchangeinpeoplemanagementinTetraPakple asedtheexpectationofstaffandmanagerattheearlystage.Ingeneral,peopleex pect ed thatthecommunicationaboutimpactofchangeshouldbemoreclearl y.T hi siseasytounderstandbecausepeoplefeel angry,stressfulandworrieda boutch a n g e Theyareafraidofchangeinpeoplemanagementorrestructurethe ywillh a v e tomovetoanotherposition,orevenlosttheirjob.Reflecttoliteraturereview,c ommunication i s t h e k e y elementf o r s u c c e s s A s i m p l e , r e p e a t e d a n d two- wayc o m m u n i c a t i o n alwaysstrategicapproachtogainthebuyinfromemployee.

Ina d d i t i o n t o a t r a n s p a r e n t c o m m u n i c a t i o n , p e o p l e a l s o e x p e c t e d t h a t theyc a n p ar t ici p at e i n c h a n g e p r o c e d u r e f r o m i n i t i a l s t e p s T h i s s h o w e d t h a t p e o p l e h a v e hi ghexpectation ofinvolvement.Inthe literature review,the authoralsomentionedo n e ofcommonerrortoorganisationalchangeisundercommu nicatingthevision–JohnKotter–Leadingchange,theeightmistakes–page17.

Inge ne ra l, r esear chs ho wst ha tb ot hsu pe rv is ora nd managerl eve l h a d veryh ighexpectationduringchangeinpeoplemanagement.Inorderdriveasuccessfulc h a n g e , i t i s c r u c i a l t o meett h e e x p e c t a t i o n s o f employees,a s theya r e d i r e c t l y i mpactedbychange.

Bothsupervisorlevelandmanagerlevelagreedthatability tobuildupcompetencep r o f i l e a n d skills foreach positionequivalenttothe standardsofindustryandglobea n d successionplanningareextremelyimportantskillsf o r leadinga s u c c e s s f u l c h a n g e

Whenbeingaskedabouttheactivitiesthattopmanagementteamhasdoneduringc h a n g e , bothtargetedsupervisorsandmanagersalignedthattopmanagementteamf ocused onpeople d ur in g change and always ins pi re d people bytheircon fi d ence andoptimisticaboutfutureafterchange.

Findingspresentedthatalmostleadingteam;fromtopmanagementtomiddlelevelmanage rsareveryengaged andequippedthemselveswithknowledgeaboutleadingch an geandmanagingchange.T hisisverygood.But,therearepeoplenotsatisfiedw i t h t h e i r s u p e r i o r s astheyd i d n o t s e e t h a t t h e i r s u p e r i o r s w e r e a w a r e o f t h e i r strengthtoprepareanindiv idualdevelopmentplantodevelopthem.Thisisquitedisappointing.Thissitua tionprovedthetruththatduringchangeexecutionprocess,someleadersarestillweaki ncoachingtheirsubordinates.Thiscanbeanegativeimpactforchangeprocess,ast heycouldnotinspire theirteamtobuyintheprocessand thiscausedchangegoinglonger.

Researchd i d a l s o d i s c o v e r t h a t a q u a l i f i e d l e a d e r s h i p w o u l d d r i v e a s u c c e s s f u l c h a n g e , thatcouldbedirectlylinkedtotheADKARmodel,wherea bilitytoapplyk n o w l e d g e andskillstomakechangehappenisakeyelement.AtT etraPak12%and24%ofresponders didstronglyagreedandagreedwiththekn owledgeaboutch ang eex e c u t i o n t h a t t h e y gained.B u t remainingpa r t o f r e s p o n d e r s e i t h e r e x p r e s s e d neutralideas(32%)ordisagreed(24%)thattheydidnotget anytrainingabout changeexecution.

Thefollowingobjective was tomakethe cha lle ng es during tr ans it io na l per iodof ch an g e inpeople management atTetraPak.Transitionisalwayso ne of themostimportantphasesforwhateverbusiness,especiallyforchangeinpeoplem a n a g e m e n t , asitwillbefundamentforwholeperiod.

During transitional periods, individuals experience a wide range of emotions, from motivation to anger and stress These personal feelings present significant challenges throughout the transition process Research indicates that such transitions can directly affect employees' motivation, engagement, understanding, sympathy, and overall emotional state While transitional phases may foster collaboration, resistance to change often arises, aligning with step five of John Kotter’s model, which emphasizes the importance of removing obstacles Gaining buy-in from all levels within an organization can be quite challenging, as some may actively engage in the change while others resist it Therefore, a systematic approach to eliminating barriers to change is essential, along with continuous follow-up to ensure these obstacles are effectively addressed.

The research highlights significant challenges in organizational change, particularly the negative feelings experienced by individuals during transitional phases due to inadequate preparation and communication Often, crucial change information fails to reach lower levels of the organization, and leadership commitment is notably weak among some managers The HR department, which is responsible for initiating and facilitating change, struggles to align its shared services teams, resulting in insufficient support for other departments in managing people during transitions Both interviewees and survey respondents expressed concerns about being unprepared and inadequately trained for change, leading to difficult execution of transitions McGreevy (2003) emphasizes the critical role of leadership in successful transitions, noting that poor corporate support and a lack of local leadership can exacerbate these issues.

ThisobjectivewastoevaluatewhetherthechangeinpeoplemanagementinTetraPaks u c c e s s f u l a c c o r d i n g t o s u p e r v i s o r a n d managerl e v e l Only1 2 % o f re spondersagreedthatchangeinpeoplemanagementinTetraPakeffective.28%o f respondersdidnotexpresstheirassessmentabouttheeffectivenessofchange.36%saiditisnotreallyeffectiveand24%saidabsolutelynoteffective.

ThepracticeprovesthatTetraPakisworldleadingmanufacturerinliquidpacka gingandthiswilllastovermanyincomingyears.InTetraPak,internalandexternal drivefactorsforchangeareveryvariableandoften,thuscompanyhastop r ep a r e i t s e l f t o a d a p t w i t h c h a n g e a n d meett h e i n c r e a s i n g d e m a n d i n g re quirementsf r o m c o u n t e r p a r t n e r s t o b e c o m p e t i t i v e i n t h e m a r k e t C h a n g e i s con st ant indailybusiness, buti tis n o t easytomaintainchangeproac tively andalwaysbeingreadyforchange.

Theauthorhasdeterminedfourmainrecommendationsforexecutingasuccessfulc h a n g e inpeoplemanagementinTetraPak.Theyareleadership,employeeengagemen tandcommunication,projectmanagementandsustainabilitytomakec h a n g e anchoringtocompany’sculture.

Strongl e a de r s h i p i s t h e keysuccess f a c t o r f o r e v e r y o rg an isa ti on P e r t a i n i n g t o c h a n g e process,astrongandconstantleadershipwillleadchangefrominitialstepst ofinaloutcome.Responsiblepersonwillleadandinstructotherpeopletoovercome transitionandhowtodeliverasuccessfulchange.Stronginvolvement,inspiratio nandcommitmentfromleadershipwillcreatemomentumtodrivechangeandthee mployeeengagementaswell.

Oneofthemostcrucialfactoristhatleaders’abilitytodemonstrateanewvisionf o r future,createsenseofurgencytomakeithappen,effectivelycommunicatetoteam andsuccessfullyexecute,

Changeisnotone- dayprocess,itrequiresawellpreparedplan,onwhichleadersproactiv ely planf oralldifferentchangedimensions,countonwhatcountfactorsan d haveanactio nplantoactonthat.

Implementing reliable and repeatable change in people management at Tetra Pak has proven to be a challenging task Research indicates that the initiative did not achieve its intended outcomes, primarily due to a lack of clarity regarding leadership and the impact of the changes Many employees, including middle-level managers, were uninformed and untrained prior to the transition The kickoff meeting for the change primarily involved local top management and the HR department, without a clear communication plan for lower-level employees Additionally, HR experts and facilitators often felt uncertain about the new structure, leading to continued reliance on the HR department for daily operations This lack of understanding regarding HR functions has resulted in frequent miscommunication and collaboration issues across departments.

Therehavebeenpointedoutintheresearchthatbesidesstrongcommitmentfromlead ership,theo p t i m i s t i c f r o m l e a d e r s h i p a l s o p l a y a n i m p o r t a n t r o l e f o r s uccessfulchange.Changeshouldbeintegratedincompany’scultureandbecomea cult ureo f or ga nis at io n E ve ry on ene eds tou n de r s t a n d thatchangeis a par t oft heirwork

Infact,atTetraPak,changeisintegratedintotheleadershipskillstoperformanceasses smento f a l l s t a f f level.F o r e a c h a n d everys i n g l e l e v e l , t h e r e i s d i f f e r e n t r e q u i r e m e n t s onperformancelevelonchange.Changeskillisfirstpriorityoutof6leade rshipelement.Butalmoststaffincompanydidnotunderstandwhyitisontoppriority.

Thea u t h o r r e c o m m e n d e d t h a t ino r d e r t o makec h a n g e r e l i a b l e a n d r e p e a t e d , awarenesstrainingabout6leadershipskillsingeneralandch angeskillinparticulars h o u l d bed o n e moreo f t e n s o t h a t p e o p l e u n d e r s t a n d thee x p e c t e d behavioursandattitudearoundthat.Belowaresampl esofrequirementsforb e h a v i o u r s r ela te d t o ch an ge skills Su ch requiremen tssh ou ld bec o m m u n i c a t e d and welltrainedtopeoplemanagerssothattheycancoac handassessperformanceoftheirteammembersasrequestedfromcompany.

CHANGE Understandthe needfor changeinadevelopingbusinessenvironment.Drive,embraceandimplementidentifiedchanges.

Caneffectivelycopewithchange;canshiftgearscomfortably;candecideandactwithouthavingthetotalpicture;isn'tupsetwhenthingsareupint h e air;doesn' thaveto finishthingsbeforemovingon; can comfortablyhandleriskanduncertainty.

Improving adaptability in uncertain situations is crucial for effective leadership Individuals who embrace new challenges often thrive when faced with unpredictability, demonstrating an exceptional ability to shift gears and cope with change While some may appear noncommittal or stuck in old habits, those who are energized by uncertainty can provide focus and direction It’s important to balance the acceptance of change with careful consideration of data, as jumping to conclusions without structure can lead to confusion Ultimately, leaders who take action despite uncertainty and readily accept challenges will navigate unpredictable conditions more successfully.

Stepsuptoconflicts,seeing themasopportunities;readssituationsquickly;goodatfocusedlistening;canhammerouttoughagreementsandsettled i s p u t e s equitably;can

To effectively manage conflicts, it is essential to analyze situations and perspectives while maintaining objectivity and calmness A skilled conflict resolver can head off potential disputes and guide others toward the best solutions, using conflicts as opportunities for improvement However, one must avoid being overly assertive or accommodating, as this can lead to premature confrontations or a chilling effect on debate Striking a balance between addressing conflicts and not losing focus is crucial for achieving tough agreements without driving for closure too soon.

Isgoodatbringingthecreativeideasofotherstomarket;hasgoodjudgmentaboutwhichcreativeideasandsuggestionswillwork;hasasenseaboutmanaging t h e c r e a t i v e p r o c e s s o f others;canfacilitateeffectivebrainstorming;canprojecth o w p o t e n t i a l ideasmayplayo u t i n t h e marketplace.

To improve creativity and innovation, it's essential to avoid over-managing creative processes and instead facilitate brainstorming sessions that bring ideas to life Embracing innovative ideas while being open to new concepts can help others think creatively A good leader should recognize and nurture innovative talents, ensuring they are not confined to a personal comfort zone While it's important to take calculated risks, one must also be mindful of the potential pitfalls and avoid underestimating them Ultimately, successfully shepherding ideas through an organization requires a balance between managing creativity and allowing it to flourish.

Lookstowardt he b r o a d e s t p o s s i b l e v i e w of anissue/challenge;hasb r o a d - r a n g i n g personalandbusinessinterestsandpursuits;cane a s i l y posefuture scenarios;canthinkglobally;candiscuss multipleaspectsand impacts of

Improve Meets Exceeds Overuse doesnotcomeupwithotherscenar ios canthink intermsofnewscenarios alwaysconsidersmultipleviewp oints

(o)getseasilybored doesn'tofferdifferentperspective s considersanumber ofperspectives broadranginginterests (o)over-reaches,draws poorparallels doesn'tunderstandglobalissues diverse background andinterests broadlyexperiencedandinforme d

(o)overloadsotherswithinput isn'ta visionary generallyconsidersfutureimplicati ons constructsmanypossiblescenari os

(o)pushesforchangestoo early isn'tbroadlyexperienced interestedinglobalissues future-oriented,visionary (o)seems"preachy" isn'topen-minded usuallywellinformed understandsglobalissues (o)strugglestofocusonhereandnow

Deliveringc h a n g e a n d strengtheningr e s u l t s a r i s e f r o m mutualu n d e r s t a n d i n g , a b i l i t y t oc o n n e c t a n d commitmentb e t w e e n employeesa n d l e a d e r s I n o r d e r t o d e l i v e r a s u c c e s s f u l c h a n g e , c o m p a n y n e e d s s t a f f en gagement.T h r o u g h o u t ther e s e a r c h p r o c e s s s u p e r v i s o r s a n d managers h a v e a c k n o w l e d g e d t h a t e m p l o y e e s w o u l d liketobeengagedandtheywo uldliketoknowwhatisgoingonandwhatisgoingtohappeninthefuture,astheyre allywantedtohavetheirprofessionalfutureis o n t h e p l a n T h e r e se a r c h e r ha s b e e n n o t i c e d th at pe o p l e s u p p o r t w h a t theyhelptobuild,sothebestwayto havethechangesuccessfullyandovercomer e s i s t a n c e tochange istoinvolveaff ectedp e o p l e fromtheinitialsteps,asearlyandoftenaspossible.

Employeeengagementisnotonlyachievedbytransparentcommunicationbutalsobyknowl edgethattheygainduringtrain.Thesupervisorsandmanagerspointedo u t thatt heyexpectintensivesoftskilltrainingsforhandlingwithchange.Aslonga s theyknowwha ttodoandhowtohandlewithchange,theirnegativefeelingssu chasstress,w orry,angry,demotivatedwillbefadedaway,andthereareonlya r e a s forpositivefe elingswhenhandlingwithchange.

Notonlyexistingco- worksneedtobeengagedandmotivatedbutalsonewhiress h o u l d bei n d u c t e d bya l l c r o s s f u n c t i o n d e p a r t m e n t t o g e t f u l l p i c t u r e a b o u t comp any t o e n s u r e t h e i r a w a r e n e s s a n d b u y - i n f r o m t h e veryf i r s t daysj o i n i n g company.E s p e c i a l l y , s t r u c t u r e a n d f u n c t i o n s o f H R d e p a r t m e n t s h o u l d b e d e l i v e r e d ton e w c o m e r s w i t h s u f f i c i e n t informationi n o r d e r t o o r i e n t t h e m tou n d e r s t a n d andhandlewithpeoplei ssuesonalaterstage.

Besides,i n o r d e r t o e n g a g e n e w h i r e s a n d maket h e m g e t o n w e l l w i t h dailyroutinesa n d c o m p a n y ’ sc u l t u r e i t i s r e c o m m e n d e d toh a v e a buddyt o s u p p o r t them.Thebuddyshouldspeakthevoiceofcompany,livecompany’sval uesand

83 element.Thebuddyhelpsnewhiresfeelwelcomed,thebuddywillactasc o n n e c t o r betweennewhiresandhis/hernewco-workers.

Changeitself is aproject.Howtomanagethisprojecttominimizecostandfailurei s alwaysachallengingf ormanagementteam,becausefailurewillleadtoanotherc h a n g e A s a b o v e mentio nedbyr e s e a r c h e r , t h e p r o j e c t c h a n g e i n p e o p l e managementi n T e t r a

The lack of a structured plan, effective communication, engagement, and training has hindered project success, leaving team members unaware of project leadership and timelines To address these issues, it is crucial to establish a clear and detailed roadmap with specific timelines and defined responsibilities for each team member Effective project management tools and techniques are essential to support the change process, encompassing reasons for change, timelines, responsibilities, costs, and risks Conducting a thorough risk assessment prior to project execution allows teams to anticipate scenarios, proactively prepare action plans to mitigate mistakes, and develop contingency plans Regularly reviewing and communicating this information to all stakeholders is vital for ensuring project success.

Theresearchshowedthattherehavebeennotenoughpreparationsandworkput int ochangeinpeoplemanagementprocess.Actuallyitistheshortageofaproperpro jectmanagement.P e o p l e didnotgetsufficientinformationaboutreasonsforc h a n g e , timeline,approaches,projectmanagementteam,expectedoutcome.

84 stillrelyontheadministrativemodelandexpectedthatHRdepartmentwillhandletheirHR jobs Throughoutthe research,the authorrecommendsthatin ordertoa n c h o r changeindailybusinessandcompanyculturethecommunicationneedtobes p r e a d o u t b e f o r e c h a n g e , d u r i n g c h a n g e t o e n s u r e t h e a w a r e n e s s o f t e a m members.Communicationmightbefromtopmanagementtoteams ,fromglobalmanagerstolocalteams,fromlocalmanagerstokeyplayers,departme nts’managerstotheirsubordinatesorevenfromteammemberstoteammembers.

Changemanagements k i l l s a rer eq ui re dan d n e e d to be tr ai ned to cha nge man agementteamtohandlechangeinapropermanner.

Dependsontheresultandiffirststepsofchangeachieved,celebrateshortter mwina n d t h i n k a b o u t a p p l y i n g n e w a p p r o a c h e s a s p e o p l e w i l l b e c o n v i n c e d t h a t n ewapproachesworkandstepbysteplinkthoseresultswithcompany’sculture.

CollaborationofHR teamisattop.As inafastpaceworking environmentlike Tetra Pak,teamworkisrequiredtodealwithtransitionprogress.Eachmembers ofHRteamcanusetheirexpertiseadvantagetodelivercorrectandrightmessagerel a ted t o c h a n g e i n p e o p l e managementa n d meeti n c r e a s i n g d e m a n d i n g f r o m internalandexternalcustomers.

Enhancingleadershipskillsisimportantbutempoweringemployeesisalsocrit ical, especially d u r i n g change.Thisfacilitatingfactorrequiresa flato r g a n i z a t i o n , moredecisivefrommanagementteam.Thetopmanagementsho uldf o c u s onleadershipskillsandempowermanagerialresponsibilitiesforcha ngetotheirsubordinates

Collins Cobuild (2019) Change management definition Collins

( 2 0 0 1 ) R es i s t a nc e t o change: An e w viewof an o l d problem.TheFuturist,53(3 ).

(2018) 5 Reaso ns whyOrganizationalchange fails.Beyondthechangemanage ment.

TheG r o w t h i n I m p o r t a n t o f theI nt ernation al Perspective.TheJournalofManagementReviewVol.16.

JeffHiatt.(2016).ADKAR,themodelfor changein business, governmentand ourcommunity.

Robert Hall (2019) Change Management and Modern Business. www.marval.co.uk

Willis Tower Watson (2017) Report on 2016 Global Workforce Study

2 Whata n d h o w w e r e employeese x p e r i e n c e s w i t h c h a n g e a n d c h a n g e m a n a g e m e n t inpeoplemanagementintheirdepartmentsandwithino r g an i s at i o n?

4 Whatdidemployeesunderstandaboutrolesofmanagers,managementboardinc h a n g e andchangemanagement,bothingeneralaspectandinhumanresourcem an a g e m en t ?

Respectivelinemanageri s t h e personi n chargeo f solvingprobl ems related to peoplewithexpertisesupportfromHR Department.

HRMis thepersoninchargeof managingallfunctionof HRDepart ment ☐ ☐ ☐

HRMisthestrategicpartnerofothercrossfunctiondepartmenta n d s upport,adviseotherdepartmentsallaspectsrelatedt o peopleandact sascoordinatortoensureservicequalityof otherfunctionsofHR

HRDepartmentfocuseso n l o n g termstrategiess u c h a s investme nteffectivenesso r sustainabilityo f company'sknowledge.

Question4:Doyouunderstandr e a s o n s fo r change in HRM?

Creating"buyin"ofemployeesintoorganizationalchangein4.0indus try

Integratingchangingp l a n (shortterm,middlet e r m a n d longt e r m plans) ☐ ☐ ☐ ☐ ☐

Leadingfactoriscompany'sculture:Understandingcompany'scultu rebeforeleadingchange

Clear action plan and communicated effectively andspecificallytorespectiveparties

Clearlymentioningtheroleso f HRdepartmentwithtrainingmiddlel evelmanagersa b o u t changemanagementskillsandotherfunction sofHR department

Question7:Whichf a c t o r s d o yout h i n k b e i n g d o n e i n c o m p a n y d u r i n g c h a n g e ? Pleasetickinappropriatebox(from1islessfrequencyto5isthehighestfrequency).

Leadingfactori s company'sculture:Understandingcompany'sculturebefore leadingchange

Clearlymentioningt h e roleso f HRdepartmentwithtrainingmiddlelevelma nagersaboutchangemanagementskillsandotherfunctionsofHR department

Question8:A r eyous a t i s f i e d w i t h c h a n g e m a n a g e m e n t s k i l l s t h a t yours u p e r i o r s donei n yourd e p a r t m e n t s / c o m p a n y ?

Buildu p competencep r o f i l e ands k i l l s f o r eachp o s i t i o n equivalentto thestandardsof industryandglobe

Enhance professionaland soft skillstrainingbye-learning ☐ ☐ ☐ ☐ ☐

Pleasekindlygiveatleast5 r e a s o n s byt i c k i n g ina p p r o p r i a t e b o x ( f r o m 1 isnoti m p o r t a n t to5 i s t h e mostimportant).

Buildupco mp ete nce p r o f i l e and sk il ls for each p ositione q u i v a l e n t t o t h e s t a n d a r d s o f i n d u s t r y a n d g l o b e

Question11:Pleaseconsiderthefollowingconclusionsandexpectationsfromy ours i d e tochangemanagementinpeoplemanagementincompanybytickingtothemostsuit ableboxwithyouropinions.

Strongly Agree Agree Neutral Disagree Absolutely disagree

Strongly Agree Agree Neutral Disagree Absolutely disagree

Question15:How doyoufeelduring transition periodofchangeprocessincompanyandinhumanresourcemanagementmechanismpart icularly?Pleasetickintheappropriatebox,1isthelowestand5isthehighest.

Question16:P l e a s ec o n s i d e r t h e f o l l o w i n g c o n c l u s i o n s g i v i n g youro p i n i o n a b o u t importantfactorsduringtransitionperiodbytickingtothemostsuitablebox,1isthel owestand5isthehighest.

Employeesa r e t r a i n e d s k i l l s f o r c h a n g e byt r a i n i n g co ur ses p ro vi de d bycompanyorbylearning o nt he fly.

Chapterintroduction

Thischapterwillsummarizethemainfindingsofthestudyanddiscoverthetheorymenti onedint h e l i t e r a t u r e r e v i e w T h e t a k e awayf r o m t h i s r e s e a r c h p r o v i d e s solutionsf or managementboardofTetraP a k tomakeHRMchangereliableandr e p e a t e d T h e r e s e a r c h e r w i l l c o n d u c t a discussions e p a r a t e l y byc o n n e c t i n g t h e r e v i e w e d literatureandthefindings.

EvenT e t r a P a k h a s d e p l o y e d n e w H u m a n r e s o u r c e managementf o r n e a r l y 1 0 years,a n d H R f u n c t i o n s a r e c e n t r a l i z e d a n d H R departmentf o c u s e s m a i n l y onstrategicdeployment.Butthefindingsshowedthatpeoplestillconfus edtherolesa n d responsibilitiesofHRdepartment.Supervisorlevelstillthoughtthat HRmanageristhepersoninchargeofallfunctionsofHRdepartment.Ortheythoughtt h e conclusion“HRMisthestrategicpartnerofothercrossfunctiondepartmentandsupport,adv iseotherdepartmentsa l l aspectsrelatedtopeopleanda c t s ascoordinatorto ensureservice qualityofotherfunctions ofHR Department providedtootherdepartments”iswrong. Ont h e o t h e r h a n d , p e o p l e d i d n o t t h i n k t h a t l i n e managersa r e keyp e r s o n w h o h a n d l i n g problemrelatedtopeople,either.

Changemanagement,e s p e c i a l l y c h a n g e managementinH R M isc r u c i a l p a r t o f b u s i n e s s , o f organisationalg r o w t h a n d success.H o w tor e c o g n i s e c h a n g e andhan dlechange a r e im po rt an tf or leaders and managerso f company.R e s u l t s fromq u e s t i o n n a i r e displayedthemostimportantreasonsforchange:

Researchobjectiveachieved………………………………………………715 2 1 HRMchange………………………………………………………………715 2 2 Reasonsforchange

Successfactorsforchange

Thenextobjectivewastodefineperceptionsofsupervisorandmanagerlevels ab o u t successfactorforchange.From14factorsdescribedinthequestionnaire,theto p5successfactorsweredetermined:

According to responders, the two most important success factors for leading change are establishing a strong coalition and communicating a clear vision transparently These factors align with findings from literature reviews, which also emphasize the significance of change management skills among middle-level managers for successful transformations Research by John Kotter highlights that regardless of the type of enterprise, the key players in change initiatives are often middle or lower-level managers They must reduce complacency, increase urgency, and create a change coalition while developing and promoting a guiding vision With sufficient autonomy, these managers can effectively drive change within their units, even amidst broader organizational challenges.

AlsoasperJohnKotter,inachangeprocess,agoodvisionservesthreeimportantp u rp o ses First,byclarifyingthegeneraldirectionforchange,bysayingthec o r p o r a te equivalentof“weneedtobesouthofhereinafewyearsinsteadofwherewearetoday’.Seco nd,itmotivatespeopletotakeactionin therightdirection,eveniftheinitialstepsare personallypainful.Third,ithelpscoordinatetheactionsofthed i f f e r e n t people,eventho usandandthousandindividuals,inaremarkablyfastandefficientway–

Expectationsofstaffandmanagers

ThisobjectiveistodefineiftherecentchangeinpeoplemanagementinTetraPakple asedtheexpectationofstaffandmanagerattheearlystage.Ingeneral,peopleex pect ed thatthecommunicationaboutimpactofchangeshouldbemoreclearl y.T hi siseasytounderstandbecausepeoplefeel angry,stressfulandworrieda boutch a n g e Theyareafraidofchangeinpeoplemanagementorrestructurethe ywillh a v e tomovetoanotherposition,orevenlosttheirjob.Reflecttoliteraturereview,c ommunication i s t h e k e y elementf o r s u c c e s s A s i m p l e , r e p e a t e d a n d two- wayc o m m u n i c a t i o n alwaysstrategicapproachtogainthebuyinfromemployee.

Ina d d i t i o n t o a t r a n s p a r e n t c o m m u n i c a t i o n , p e o p l e a l s o e x p e c t e d t h a t theyc a n p ar t ici p at e i n c h a n g e p r o c e d u r e f r o m i n i t i a l s t e p s T h i s s h o w e d t h a t p e o p l e h a v e hi ghexpectation ofinvolvement.Inthe literature review,the authoralsomentionedo n e ofcommonerrortoorganisationalchangeisundercommu nicatingthevision–JohnKotter–Leadingchange,theeightmistakes–page17.

Inge ne ra l, r esear chs ho wst ha tb ot hsu pe rv is ora nd managerl eve l h a d veryh ighexpectationduringchangeinpeoplemanagement.Inorderdriveasuccessfulc h a n g e , i t i s c r u c i a l t o meett h e e x p e c t a t i o n s o f employees,a s theya r e d i r e c t l y i mpactedbychange.

Leadershipduringchangeinpeoplemanagement

Bothsupervisorlevelandmanagerlevelagreedthatability tobuildupcompetencep r o f i l e a n d skills foreach positionequivalenttothe standardsofindustryandglobea n d successionplanningareextremelyimportantskillsf o r leadinga s u c c e s s f u l c h a n g e

Whenbeingaskedabouttheactivitiesthattopmanagementteamhasdoneduringc h a n g e , bothtargetedsupervisorsandmanagersalignedthattopmanagementteamf ocused onpeople d ur in g change and always ins pi re d people bytheircon fi d ence andoptimisticaboutfutureafterchange.

Findingspresentedthatalmostleadingteam;fromtopmanagementtomiddlelevelmanage rsareveryengaged andequippedthemselveswithknowledgeaboutleadingch an geandmanagingchange.T hisisverygood.But,therearepeoplenotsatisfiedw i t h t h e i r s u p e r i o r s astheyd i d n o t s e e t h a t t h e i r s u p e r i o r s w e r e a w a r e o f t h e i r strengthtoprepareanindiv idualdevelopmentplantodevelopthem.Thisisquitedisappointing.Thissitua tionprovedthetruththatduringchangeexecutionprocess,someleadersarestillweaki ncoachingtheirsubordinates.Thiscanbeanegativeimpactforchangeprocess,ast heycouldnotinspire theirteamtobuyintheprocessand thiscausedchangegoinglonger.

Researchd i d a l s o d i s c o v e r t h a t a q u a l i f i e d l e a d e r s h i p w o u l d d r i v e a s u c c e s s f u l c h a n g e , thatcouldbedirectlylinkedtotheADKARmodel,wherea bilitytoapplyk n o w l e d g e andskillstomakechangehappenisakeyelement.AtT etraPak12%and24%ofresponders didstronglyagreedandagreedwiththekn owledgeaboutch ang eex e c u t i o n t h a t t h e y gained.B u t remainingpa r t o f r e s p o n d e r s e i t h e r e x p r e s s e d neutralideas(32%)ordisagreed(24%)thattheydidnotget anytrainingabout changeexecution.

Thefollowingobjective was tomakethe cha lle ng es during tr ans it io na l per iodof ch an g e inpeople management atTetraPak.Transitionisalwayso ne of themostimportantphasesforwhateverbusiness,especiallyforchangeinpeoplem a n a g e m e n t , asitwillbefundamentforwholeperiod.

During transitional periods, individuals experience a wide range of emotions, from motivation to anger and stress, which can pose significant challenges Research indicates that these transitions directly affect employees' motivation, engagement, understanding, sympathy, and stress levels While transitional phases can foster collaboration, resistance to change often emerges, aligning with step five of John Kotter’s model, which emphasizes the need to remove obstacles Building buy-in from all levels of an organization is challenging, as some individuals may actively engage in efforts to achieve set targets, while others resist change To effectively manage this resistance, a structured process must be implemented to identify and eliminate barriers to change, with ongoing follow-up to ensure their removal.

The research highlights significant challenges organizations face during transitional phases, including negative feelings from individuals and a lack of preparation that hinders the ability to overcome resistance to change Communication breakdowns often occur, particularly when important change information is not effectively disseminated to lower levels Additionally, leadership commitment and accountability during change initiatives are notably weak among some managers The HR Department, which is responsible for initiating and facilitating change, struggles to align its shared services teams, resulting in insufficient support for other departments in managing personnel transitions Both interviewees and survey respondents noted inadequate preparation and training for change, leading to difficult execution of transitions McGreevy’s (2003) research underscores the crucial role of leadership in successful transitions, revealing that poor corporate support, a lack of local leadership, and inadequate assistance from cross-functional divisions pose significant obstacles.

ThisobjectivewastoevaluatewhetherthechangeinpeoplemanagementinTetraPaks u c c e s s f u l a c c o r d i n g t o s u p e r v i s o r a n d managerl e v e l Only1 2 % o f re spondersagreedthatchangeinpeoplemanagementinTetraPakeffective.28%o f respondersdidnotexpresstheirassessmentabouttheeffectivenessofchange.36%saiditisnotreallyeffectiveand24%saidabsolutelynoteffective.

Effectivenessofchangeinpeoplemanagement………………………… 76Ch ap t

ThepracticeprovesthatTetraPakisworldleadingmanufacturerinliquidpacka gingandthiswilllastovermanyincomingyears.InTetraPak,internalandexternal drivefactorsforchangeareveryvariableandoften,thuscompanyhastop r ep a r e i t s e l f t o a d a p t w i t h c h a n g e a n d meett h e i n c r e a s i n g d e m a n d i n g re quirementsf r o m c o u n t e r p a r t n e r s t o b e c o m p e t i t i v e i n t h e m a r k e t C h a n g e i s con st ant indailybusiness, buti tis n o t easytomaintainchangeproac tively andalwaysbeingreadyforchange.

Theauthorhasdeterminedfourmainrecommendationsforexecutingasuccessfulc h a n g e inpeoplemanagementinTetraPak.Theyareleadership,employeeengagemen tandcommunication,projectmanagementandsustainabilitytomakec h a n g e anchoringtocompany’sculture.

Leadership

Strongl e a de r s h i p i s t h e keysuccess f a c t o r f o r e v e r y o rg an isa ti on P e r t a i n i n g t o c h a n g e process,astrongandconstantleadershipwillleadchangefrominitialstepst ofinaloutcome.Responsiblepersonwillleadandinstructotherpeopletoovercome transitionandhowtodeliverasuccessfulchange.Stronginvolvement,inspiratio nandcommitmentfromleadershipwillcreatemomentumtodrivechangeandthee mployeeengagementaswell.

Oneofthemostcrucialfactoristhatleaders’abilitytodemonstrateanewvisionf o r future,createsenseofurgencytomakeithappen,effectivelycommunicatetoteam andsuccessfullyexecute,

Changeisnotone- dayprocess,itrequiresawellpreparedplan,onwhichleadersproactiv ely planf oralldifferentchangedimensions,countonwhatcountfactorsan d haveanactio nplantoactonthat.

Implementing reliable and repeatable change in people management at Tetra Pak has proven challenging Research indicates that the initiative did not yield the anticipated results, as employees were unclear about leadership, the impact of changes, and many middle managers were not adequately informed or trained The kickoff meeting involved only local top management and the HR department, leaving a gap in communication to lower levels Even HR experts, who are supposed to facilitate change, often feel uncertain about the new structure Consequently, people managers from various departments continue to rely heavily on HR for daily routines, leading to frequent misunderstandings and a lack of collaboration due to unclear roles and responsibilities within the HR department.

Therehavebeenpointedoutintheresearchthatbesidesstrongcommitmentfromlead ership,theo p t i m i s t i c f r o m l e a d e r s h i p a l s o p l a y a n i m p o r t a n t r o l e f o r s uccessfulchange.Changeshouldbeintegratedincompany’scultureandbecomea cult ureo f or ga nis at io n E ve ry on ene eds tou n de r s t a n d thatchangeis a par t oft heirwork

Infact,atTetraPak,changeisintegratedintotheleadershipskillstoperformanceasses smento f a l l s t a f f level.F o r e a c h a n d everys i n g l e l e v e l , t h e r e i s d i f f e r e n t r e q u i r e m e n t s onperformancelevelonchange.Changeskillisfirstpriorityoutof6leade rshipelement.Butalmoststaffincompanydidnotunderstandwhyitisontoppriority.

Thea u t h o r r e c o m m e n d e d t h a t ino r d e r t o makec h a n g e r e l i a b l e a n d r e p e a t e d , awarenesstrainingabout6leadershipskillsingeneralandch angeskillinparticulars h o u l d bed o n e moreo f t e n s o t h a t p e o p l e u n d e r s t a n d thee x p e c t e d behavioursandattitudearoundthat.Belowaresampl esofrequirementsforb e h a v i o u r s r ela te d t o ch an ge skills Su ch requiremen tssh ou ld bec o m m u n i c a t e d and welltrainedtopeoplemanagerssothattheycancoac handassessperformanceoftheirteammembersasrequestedfromcompany.

CHANGE Understandthe needfor changeinadevelopingbusinessenvironment.Drive,embraceandimplementidentifiedchanges.

Caneffectivelycopewithchange;canshiftgearscomfortably;candecideandactwithouthavingthetotalpicture;isn'tupsetwhenthingsareupint h e air;doesn' thaveto finishthingsbeforemovingon; can comfortablyhandleriskanduncertainty.

Individuals who excel in uncertain environments demonstrate an exceptional ability to adapt to change and effectively cope with new challenges They remain energized by uncertainty, shifting gears comfortably when faced with unpredictability While some may struggle with risk-taking and become noncommittal, these adaptable individuals provide focus in chaotic situations and readily accept challenges, taking action despite the lack of a clear outcome However, it is essential to strike a balance, as overly valuing change can lead to confusion and a tendency to abandon tried-and-true methods Ultimately, those who thrive in uncertainty are not only comfortable with change but also possess the capacity to lead in unpredictable conditions.

Stepsuptoconflicts,seeing themasopportunities;readssituationsquickly;goodatfocusedlistening;canhammerouttoughagreementsandsettled i s p u t e s equitably;can

Effective conflict resolution requires a balance between assertiveness and accommodation, allowing individuals to analyze situations and perspectives objectively Those who excel at resolving conflicts can often head off issues before they escalate, guiding others toward the best solutions However, it's crucial to avoid driving for closure too soon or being overly eager to confront, as this can lead to a chilling effect on open debate Maintaining calmness and focus is essential, as losing track of the core issues can hinder progress Utilizing conflicts as opportunities for growth, rather than spending excessive time managing them, can ultimately lead to stronger agreements and better outcomes.

Isgoodatbringingthecreativeideasofotherstomarket;hasgoodjudgmentaboutwhichcreativeideasandsuggestionswillwork;hasasenseaboutmanaging t h e c r e a t i v e p r o c e s s o f others;canfacilitateeffectivebrainstorming;canprojecth o w p o t e n t i a l ideasmayplayo u t i n t h e marketplace.

To foster creativity and innovation, it's essential to strike a balance between managing and allowing creative freedom Effective leaders improve upon existing ideas while avoiding overuse that can stifle innovation They excel at bringing concepts to life and are adept at spotting innovative ideas, though they must be cautious not to get too far ahead of others Being open to new ideas helps others think creatively, but over-managing can hinder this process A good manager understands the creative process and pays attention to daily activities while maintaining a clear vision of how ideas will play out They prefer to work with creative individuals and are willing to take calculated risks, though they must also be mindful not to underestimate those risks.

Lookstowardt he b r o a d e s t p o s s i b l e v i e w of anissue/challenge;hasb r o a d - r a n g i n g personalandbusinessinterestsandpursuits;cane a s i l y posefuture scenarios;canthinkglobally;candiscuss multipleaspectsand impacts of

Improve Meets Exceeds Overuse doesnotcomeupwithotherscenar ios canthink intermsofnewscenarios alwaysconsidersmultipleviewp oints

(o)getseasilybored doesn'tofferdifferentperspective s considersanumber ofperspectives broadranginginterests (o)over-reaches,draws poorparallels doesn'tunderstandglobalissues diverse background andinterests broadlyexperiencedandinforme d

(o)overloadsotherswithinput isn'ta visionary generallyconsidersfutureimplicati ons constructsmanypossiblescenari os

(o)pushesforchangestoo early isn'tbroadlyexperienced interestedinglobalissues future-oriented,visionary (o)seems"preachy" isn'topen-minded usuallywellinformed understandsglobalissues (o)strugglestofocusonhereandnow

Employeeengagementandcommunication

Deliveringc h a n g e a n d strengtheningr e s u l t s a r i s e f r o m mutualu n d e r s t a n d i n g , a b i l i t y t oc o n n e c t a n d commitmentb e t w e e n employeesa n d l e a d e r s I n o r d e r t o d e l i v e r a s u c c e s s f u l c h a n g e , c o m p a n y n e e d s s t a f f en gagement.T h r o u g h o u t ther e s e a r c h p r o c e s s s u p e r v i s o r s a n d managers h a v e a c k n o w l e d g e d t h a t e m p l o y e e s w o u l d liketobeengagedandtheywo uldliketoknowwhatisgoingonandwhatisgoingtohappeninthefuture,astheyre allywantedtohavetheirprofessionalfutureis o n t h e p l a n T h e r e se a r c h e r ha s b e e n n o t i c e d th at pe o p l e s u p p o r t w h a t theyhelptobuild,sothebestwayto havethechangesuccessfullyandovercomer e s i s t a n c e tochange istoinvolveaff ectedp e o p l e fromtheinitialsteps,asearlyandoftenaspossible.

Employeeengagementisnotonlyachievedbytransparentcommunicationbutalsobyknowl edgethattheygainduringtrain.Thesupervisorsandmanagerspointedo u t thatt heyexpectintensivesoftskilltrainingsforhandlingwithchange.Aslonga s theyknowwha ttodoandhowtohandlewithchange,theirnegativefeelingssu chasstress,w orry,angry,demotivatedwillbefadedaway,andthereareonlya r e a s forpositivefe elingswhenhandlingwithchange.

Notonlyexistingco- worksneedtobeengagedandmotivatedbutalsonewhiress h o u l d bei n d u c t e d bya l l c r o s s f u n c t i o n d e p a r t m e n t t o g e t f u l l p i c t u r e a b o u t comp any t o e n s u r e t h e i r a w a r e n e s s a n d b u y - i n f r o m t h e veryf i r s t daysj o i n i n g company.E s p e c i a l l y , s t r u c t u r e a n d f u n c t i o n s o f H R d e p a r t m e n t s h o u l d b e d e l i v e r e d ton e w c o m e r s w i t h s u f f i c i e n t informationi n o r d e r t o o r i e n t t h e m tou n d e r s t a n d andhandlewithpeoplei ssuesonalaterstage.

Besides,i n o r d e r t o e n g a g e n e w h i r e s a n d maket h e m g e t o n w e l l w i t h dailyroutinesa n d c o m p a n y ’ sc u l t u r e i t i s r e c o m m e n d e d toh a v e a buddyt o s u p p o r t them.Thebuddyshouldspeakthevoiceofcompany,livecompany’sval uesand

83 element.Thebuddyhelpsnewhiresfeelwelcomed,thebuddywillactasc o n n e c t o r betweennewhiresandhis/hernewco-workers.

Projectmanagement

Changeitself is aproject.Howtomanagethisprojecttominimizecostandfailurei s alwaysachallengingf ormanagementteam,becausefailurewillleadtoanotherc h a n g e A s a b o v e mentio nedbyr e s e a r c h e r , t h e p r o j e c t c h a n g e i n p e o p l e managementi n T e t r a

The lack of a structured plan, communication, engagement, and training has hindered project success, leaving team members unaware of project leadership and timelines To address this, it is crucial to establish a detailed roadmap with specific timelines and clearly defined responsibilities for each team member Effective project management tools and techniques are essential for supporting the change process, encompassing reasons for change, timelines, responsibilities, costs, and risk assessments Conducting risk assessments prior to project execution allows teams to anticipate scenarios and proactively prepare action plans to mitigate potential mistakes and failures, including having contingency plans in place Regular review and communication of this information to all stakeholders are vital for maintaining project alignment and success.

Theresearchshowedthattherehavebeennotenoughpreparationsandworkput int ochangeinpeoplemanagementprocess.Actuallyitistheshortageofaproperpro jectmanagement.P e o p l e didnotgetsufficientinformationaboutreasonsforc h a n g e , timeline,approaches,projectmanagementteam,expectedoutcome.

84 stillrelyontheadministrativemodelandexpectedthatHRdepartmentwillhandletheirHR jobs Throughoutthe research,the authorrecommendsthatin ordertoa n c h o r changeindailybusinessandcompanyculturethecommunicationneedtobes p r e a d o u t b e f o r e c h a n g e , d u r i n g c h a n g e t o e n s u r e t h e a w a r e n e s s o f t e a m members.Communicationmightbefromtopmanagementtoteams ,fromglobalmanagerstolocalteams,fromlocalmanagerstokeyplayers,departme nts’managerstotheirsubordinatesorevenfromteammemberstoteammembers.

Changemanagements k i l l s a rer eq ui re dan d n e e d to be tr ai ned to cha nge man agementteamtohandlechangeinapropermanner.

Dependsontheresultandiffirststepsofchangeachieved,celebrateshortter mwina n d t h i n k a b o u t a p p l y i n g n e w a p p r o a c h e s a s p e o p l e w i l l b e c o n v i n c e d t h a t n ewapproachesworkandstepbysteplinkthoseresultswithcompany’sculture.

CollaborationofHR teamisattop.As inafastpaceworking environmentlike Tetra Pak,teamworkisrequiredtodealwithtransitionprogress.Eachmembers ofHRteamcanusetheirexpertiseadvantagetodelivercorrectandrightmessagerel a ted t o c h a n g e i n p e o p l e managementa n d meeti n c r e a s i n g d e m a n d i n g f r o m internalandexternalcustomers.

Enhancingleadershipskillsisimportantbutempoweringemployeesisalsocrit ical, especially d u r i n g change.Thisfacilitatingfactorrequiresa flato r g a n i z a t i o n , moredecisivefrommanagementteam.Thetopmanagementsho uldf o c u s onleadershipskillsandempowermanagerialresponsibilitiesforcha ngetotheirsubordinates

Collins Cobuild (2019) Change management definition Collins

( 2 0 0 1 ) R es i s t a nc e t o change: An e w viewof an o l d problem.TheFuturist,53(3 ).

(2018) 5 Reaso ns whyOrganizationalchange fails.Beyondthechangemanage ment.

TheG r o w t h i n I m p o r t a n t o f theI nt ernation al Perspective.TheJournalofManagementReviewVol.16.

JeffHiatt.(2016).ADKAR,themodelfor changein business, governmentand ourcommunity.

Robert Hall (2019) Change Management and Modern Business. www.marval.co.uk

Willis Tower Watson (2017) Report on 2016 Global Workforce Study

2 Whata n d h o w w e r e employeese x p e r i e n c e s w i t h c h a n g e a n d c h a n g e m a n a g e m e n t inpeoplemanagementintheirdepartmentsandwithino r g an i s at i o n?

4 Whatdidemployeesunderstandaboutrolesofmanagers,managementboardinc h a n g e andchangemanagement,bothingeneralaspectandinhumanresourcem an a g e m en t ?

Respectivelinemanageri s t h e personi n chargeo f solvingprobl ems related to peoplewithexpertisesupportfromHR Department.

HRMis thepersoninchargeof managingallfunctionof HRDepart ment ☐ ☐ ☐

HRMisthestrategicpartnerofothercrossfunctiondepartmenta n d s upport,adviseotherdepartmentsallaspectsrelatedt o peopleandact sascoordinatortoensureservicequalityof otherfunctionsofHR

HRDepartmentfocuseso n l o n g termstrategiess u c h a s investme nteffectivenesso r sustainabilityo f company'sknowledge.

Question4:Doyouunderstandr e a s o n s fo r change in HRM?

Creating"buyin"ofemployeesintoorganizationalchangein4.0indus try

Integratingchangingp l a n (shortterm,middlet e r m a n d longt e r m plans) ☐ ☐ ☐ ☐ ☐

Leadingfactoriscompany'sculture:Understandingcompany'scultu rebeforeleadingchange

Clear action plan and communicated effectively andspecificallytorespectiveparties

Clearlymentioningtheroleso f HRdepartmentwithtrainingmiddlel evelmanagersa b o u t changemanagementskillsandotherfunction sofHR department

Question7:Whichf a c t o r s d o yout h i n k b e i n g d o n e i n c o m p a n y d u r i n g c h a n g e ? Pleasetickinappropriatebox(from1islessfrequencyto5isthehighestfrequency).

Leadingfactori s company'sculture:Understandingcompany'sculturebefore leadingchange

Clearlymentioningt h e roleso f HRdepartmentwithtrainingmiddlelevelma nagersaboutchangemanagementskillsandotherfunctionsofHR department

Question8:A r eyous a t i s f i e d w i t h c h a n g e m a n a g e m e n t s k i l l s t h a t yours u p e r i o r s donei n yourd e p a r t m e n t s / c o m p a n y ?

Buildu p competencep r o f i l e ands k i l l s f o r eachp o s i t i o n equivalentto thestandardsof industryandglobe

Enhance professionaland soft skillstrainingbye-learning ☐ ☐ ☐ ☐ ☐

Pleasekindlygiveatleast5 r e a s o n s byt i c k i n g ina p p r o p r i a t e b o x ( f r o m 1 isnoti m p o r t a n t to5 i s t h e mostimportant).

Buildupco mp ete nce p r o f i l e and sk il ls for each p ositione q u i v a l e n t t o t h e s t a n d a r d s o f i n d u s t r y a n d g l o b e

Question11:Pleaseconsiderthefollowingconclusionsandexpectationsfromy ours i d e tochangemanagementinpeoplemanagementincompanybytickingtothemostsuit ableboxwithyouropinions.

Strongly Agree Agree Neutral Disagree Absolutely disagree

Strongly Agree Agree Neutral Disagree Absolutely disagree

Question15:How doyoufeelduring transition periodofchangeprocessincompanyandinhumanresourcemanagementmechanismpart icularly?Pleasetickintheappropriatebox,1isthelowestand5isthehighest.

Question16:P l e a s ec o n s i d e r t h e f o l l o w i n g c o n c l u s i o n s g i v i n g youro p i n i o n a b o u t importantfactorsduringtransitionperiodbytickingtothemostsuitablebox,1isthel owestand5isthehighest.

Employeesa r e t r a i n e d s k i l l s f o r c h a n g e byt r a i n i n g co ur ses p ro vi de d bycompanyorbylearning o nt he fly.