Free Report Example on Apple: Essential HR Change Initiative for Maximizing Potential

Introduction

Apple as a company has great potential and it has established its roots deeply in both the stable and upcoming markets. However, it is not immune to issues that other organizations face, thus the importance of developing an effective HR Change Initiative (Meyer, 2019). Lack of an effective employee reward system can cost a company the best talents. Apart from that, there are issues such as employee reward systems, employee section processes and training, and corporate culture that require constant modifications (Meyer, 2019). Therefore, this paper identifies HR policies that require a change to allow for the implementation of the HR Change Initiative in Apple.

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Where Change Is Required

In this case, the focus is the human resource department because of the changing systems and dynamics of the market place.

When to Apply Change

Change initiatives must be applied when it is essential that the company needs change in one of its main processes to improve is efficiency and effectiveness as in the case of human resources (Hines et al., 2016). Some of the situations that can call for change include when there is a change of leadership, when implementing work culture and programs or when there is a merger or acquisition. Companies also call for change when there is a crisis because of a social or political problem.

How to Implement Change

A practical and effective change initiative begins with establishing good communication with the change team and the departments involved. In particular, one must identify and communicate the problem to the concerned teams. The HR Change Initiative can be implemented using John Kotter’s 8-step model, which provides a comprehensive journey for implementing an effective change (Hines et al., 2016). It also prepares and guides a business through the process with a result that allows employees to not only be fully committed but also prepared.

The first step is creating a sense of urgency by ensuring that every individual that is involved is out of the comfort zone (Barrow & Toney-Butler, 2017). These individuals should be able to see the need for the desired change and its urgency in the organization. To achieve support, open and clear communication must be achieved through open communication channels such as dialogues.

The second step is forming a guiding coalition (Barrow & Toney-Butler, 2017). A team of experts in the field of HR, in this case, must be formed through the selection of individuals who are fully committed to change and in full understanding of project goals. The teams should be able to pull on board the remaining individuals to buy into the envisioned change. Apple can select its team not only from the HR department but also from other departments such as innovation and creativity departments.

The third step is to develop an inspired vision for change (Barrow & Toney-Butler, 2017). Upon creating the vision, it should be shared with everyone in the organization while aligning it to organizational values as well as strategies to allow understanding. Integrating flexible working policies into Apple’s values and strategies allows its employees to fully understand it with prior knowledge of an organizational culture.

The fourth step is to communicate the new vision to others thus encouraging support and corporation (Barrow & Toney-Butler, 2017). Leaders must be able to discuss the changes with their followers while noting concerns and issues as it helps the team integrate such concerns with the planning process. Apple’s change initiative team should be able to pick out concerns from employees regarding their employment terms, reward strategies, training processes among other issues to enable them to develop a more comprehensive change that considers everyone’s needs.

The fifth step is to empower others to enact the vision by allowing them to possess the necessary skills, resources as well as confidence (Barrow & Toney-Butler, 2017). The change team must empower other employees through training, mentoring, coaching, or any other method that is relevant. Through communication of vision, resistance can be identified while also encouraging openness to discover its root cause.

The sixth step is the creation of short-term wins that would motivate individuals (Barrow & Toney-Butler, 2017). Apple’s Change Initiative team should break the developed project into mini-projects with short-term goals. Mainly, this helps people realize progress. Achievement of short-term goals creates highly motivated teams who leaders often acknowledge, in turn motivating the rest of employees in the organization.

The seventh step is sustaining the acceleration of the vision, by not just focusing on short term wins but aiming for long-term success (Barrow & Toney-Butler, 2017). The Apple change team must acknowledge that change is a slow process, and must be ingrained to the existing culture as well as organizational objectives and values. Small wins are only the beginning, and must accept failures along the process while paying attention to inputs of their followers.

The final step is to institute permanent change by anchoring it and making it a part of its core as well as organizational culture (Barrow & Toney-Butler, 2017). Change leaders must conduct close monitoring and evaluation to consolidate it deeper. Organizational discussions are encouraged to inspire cooperation and any suggested improvements integrated into the change process.

Internal and External Pressures

Apple HR team has been struggling with employee selection processes due to the long and tedious process that is applied (Meyer, 2019). In addition, the strategy of letting employees learn from the job process limits the potential of employees to develop their skills as required. In addition, the company has failed to invest its resources on market research for talents and has struggled to attract the best from the market. In addition, the company has always rewarded individuals based on their solo performance while failing to recognize that success is mainly a team effort. The external factor that faces human resources is mainly political due to the different policies and regulations that govern employees in different territories (Meyer, 2019). This prevents the company from creating employee work policies that are similar across the board.

Potential Areas of Resistance

The main cause of resistance is the lack of clear communication. When employees are not communicated clearly on the purpose of the desired change, they tend to resist (Barrow & Toney-Butler, 2017). The other cause is the fear to lose jobs especially when the company is downsizing, or when the job security is threatened in any way (Barrow & Toney-Butler, 2017). The other cause of resistance occurs when employees lack a well-defined role during the change process. Change comes with changes in shifts, titles as well as positions, and without clear communication, it can cause resistance (Barrow & Toney-Butler, 2017).

To minimize resistance, leaders have a responsibility to strengthen communication regarding the purpose, and the vision of the desired change. They also have the responsibility of communicating clearly the newly defined roles, responsibilities, and working schedules for each employee (Barrow & Toney-Butler, 2017). The company while implementing change must also assure employees of their job security by developing new contracts and terms of employment.

Conclusion

HR change teams must always thoroughly investigate existing employee challenges before developing a strategy for change. Change is a highly rigorous and tedious process, hence the need to have a clear vision of the anticipated change. In addition, clear communication strategies must be developed to avoid delays when implementing change. Depending on the organizational function and size, a suitable change model must be followed to realize comprehensive change. Employees and organizational management must constantly be made aware of the progress and small wins that accompany the envisioned change. Change implementation teams should develop effective strategies for integrating change with the existing company culture and values.

References

Barrow, J. M., & Toney-Butler, T. J. (2019). Change Management. In StatPearls [Internet]. StatPearls Publishing. https://europepmc.org/article/nbk/nbk459380.

Hines, R., Meyer, A., & Donehower, C. (2016). Using a Change Model Approach to Guide Development of an Inclusive College Experience for Students with Intellectual and Developmental Disabilities. 1-6. http://www.dreampalette.com/clients/karen/portfolio2/06.03.Think%20College%20-%20Insight%20Brief%20-%20Leadership%20.pdf.

Meyer, P. (2019). Apple Inc.’s Organizational Culture & Its Characteristics (An Analysis). Retrieved August 08, 2020. http://panmore.com/apple-inc-organizational-culture-features-implications.