Ridley College Change Management

Introduction

The modern business environment is undergoing tremendous change. Among the issues that are driving this change is intense competition. As the competition heats up, firms are being forced to innovate (Ionescu & Dumitru, 2015). Human resource management is among the processes that firms are harnessing to enhance their competitiveness. For example, there are firms which are investing in personnel training with the goal of promoting competence and expanding their employees’ knowledge base (Potnuru & Sahoo, 2014). Ridley is one of these firms. Headquartered in Australia and with a focus on improving agricultural production in the country, this firm recently implemented a robust training program. This program and the implementation process that accompanied it are the focus of this paper. Among other things, the paper highlights how the company adopted the training program and establishes whether the implementation process was effective. While the report is targeted at a large audience, Ridley is particularly poised to benefit from it. Through the report, it is hoped that the company will gain the insights it needs to improve its training and general personnel management initiatives.

Ridley Description

As noted above, Ridley and its change initiative is the subject of this report. This company is among the key players in the Australian agricultural industry. In particular, it is involved what the company describes as animal nutrition solutions. Essentially, Ridley makes animal feed. Pigs, poultry, dogs and horses are just some of the animals for which the firm’s products are developed. Ridley was established in 1987 and through years of innovation and expansion, the firm has risen to become the leading supplier of animal feed in Australia.

To fully understand Ridley’s operations, one needs to give special attention to the company’s human resource (HR) activities. The firm has a fully-fledged HR department which is mandated with such tasks as recruiting, training and terminating employees. Other functions that make up the core responsibility of the HR department include succession planning and employee compensation. Ridley’s HR functions are rather typical for such a large company. In order to effectively harness the competencies, expertise and energies of their employees, large firms need to establish formal HR departments and processes (Swart et al., 2012). Fairness, competence and safety are the main values that constitute Ridley’s HR management philosophy.

Research Methodology

Detailed in the later sections of this report are the results of a study that was conducted. The purpose of the study was to gain insights into a training program that Ridley implemented recently. For data collection, an elaborate methodology was developed. This methodology combined interviews and examination of secondary sources. Each of these approaches are outlined in greater detail below.

Interviews

With the goal of gaining first-hand insights, Mr. Brown, the Health and Safety Manager at Ridley was interviewed. The interview took place over one afternoon and lasted for about forty minutes. Before conducting the interview, approval was obtained from the company. Additionally, Mr. Brown received a copy of the questionnaire that contained the interview questions three days before the interview. This was to allow him to become acquainted with the questionnaires. Attached in the appendix is the questionnaire. Generally, interviews allow for the collection of credible, primary and accurate insights (Young, et al., 2018). This is the main reason why Mr. Brown was interviewed.

Secondary Sources

In addition to the interview, secondary sources were also consulted for data. Generally, secondary sources offer convenience and are more cost-effective (Cheng & Phillips, 2014). These advantages underlie the rationale for their use in the present study. Such websites as that of Ridley and publications available online are among the secondary sources that supplied data. For example, in a bid to understand the best practices in employee training, journal articles were reviewed. The secondary sources were indeed useful as they eliminated the need to obtain primary data.

Key Issues and Organizational Change

Impetus for Change

Change is not a random or isolated event. Instead, it is a complex process that is fueled by equally complex issues that companies face (Suchman, Sluyter & Williamson, 2011). During the interview, Mr. Brown revealed that Ridley had a legitimate basis to implement the training program. The company had recently introduced a new technology for the production of animal feed. However, during the rollout of this technology, it was observed that the firm’s employees lacked the experience and expertise needed to operate the technology. Ridley understood that if the technology was to be successfully integrated into its operations, it needed to enhance the competence of its employees. Thus the training program.

It is important to note that in training its employees so that they are able to use a new technology, Ridley is not isolated. Research shows that training is a common practice among firms which wish to leverage the power of new technology. For example, according to Lee, Hsieh and Chen (2013) observed that employee training plays a critical role in acquainting personnel with a new technology. Giving special attention to internet-enabled technologies, these scholars noted that thanks to training, employees gain the knowledge and skills necessary to operate the technology. Similar observations have been made by such other scholars as Behringer and Sassenberg (2015) and Mantzana, Themistocleous and Morabito (2010) who also agree that effective training underscores successful adoption of technology.

The Change Process

In implementing the training program, Ridley adopted a three pronged approach: planning, implementation and monitoring. These components are discussed below.

Planning

Planning is indeed one of the critical components of change management. Among other things, planning helps to ready firms for the change process (Kotter, 2012; Sare & Ogilvie, 2010). As part of its planning, the senior leadership of Ridley sought budgetary allocation for the training program. The company then went ahead to engage experts in the technology that it was to implement. This was in a bid to update the HR personnel who would lead the training program on how the technology functions. Next, Ridley informed the affected employees that they would all need to participate in the training.

Implementation

The implementation of the training program began with a notice to affected employees that they would need to suspend all the tasks that they were performing at the time. This was followed by daily two-hour sessions that lasted two weeks. In addition to lecture-style instruction, the company also held demonstrations. The purpose of the demonstrations was to help the employees gain first-hand and practical insight into operating the new technology. Additionally, the company prepared notes in digital files and asked the employees to read them during their free time. Today, more and more companies are relying on digital technologies for training (Mohammadyari & Singh, 2015; Cascio, 2014). By incorporating these technologies into its training program, Ridley made it clear that it is moving with the times.

Monitoring

After implementing a change initiative, it is important for firms to conduct monitoring. Essentially, monitoring is concerned with keeping a close eye on operations with the goal of establishing the impact of the initiative (Richardson, 2010). By performing monitoring, firms are also able to determine if the implementation should be revisited. The main monitoring approach that Ridley adopted involved examining production output. Basically, the company sought to confirm that following the training, the employees were able to effectively harness the new technology to boost production.

Analysis and Evaluation of Change

Relevance to Theory

Among the main goals of the research was to evaluate the change initiative that Ridley implemented. Generally, this company implemented the training program in a manner that is consistent with established theories and accepted standards. For example, the implementation process is in line with Lewin’s change model. Essentially, this model presents the change implementation as a three step process which involves unfreezing, changing and unfreezing (Hussain et al., 2018). According to this framework, as they adopt change, firms begin by unlearning current systems and procedures. Next, the companies implement the change before proceeding to integrate the change into their culture. It is true that Ridley’s change process did not go through all the three stages. However, as Mr. Brown confirmed, before conducting the training, the company took steps to eliminate issues that had necessitated the change. For example, Ridley engaged professionals and experts in an attempt to eliminate incompetence. Additionally, after implementing the training, the company made employee training a key focus of the HR department. This was refreezing. Kotter’s eight step model is another framework with which Ridley’s training program is aligned. According to Kotter, the typical change management process is composed of eight distinct steps: establishing a sense of urgency, creating partnerships, crafting a change-focused vision, conveying the vision to stakeholders, eliminating obstacles, celebrating short-term wins, sustaining momentum and making changes part of the organization’s culture (Auguste, 2013; Kotter, 2012; Calegari, Sibley & Turner, 2015). Some of these steps are clearly evident in how Ridley implemented the change. For example, by announcing the training program, the company created a sense of urgency. Additionally, the firm established partnerships with experts and integrated training into its culture. These steps indicate that Ridley was guided by established change management theories.

Strengths

In addition to being aligned with theoretical frameworks, the implementation of the training program at Ridley had a number of noteworthy strengths. Among these is the decision by the company to engage experts. The success of any training intervention hinges heavily on the involvement of parties who possess expertise, experience and competence (Azulay, 2012). When it invited experts, Ridley essentially acknowledged that it lacked the capacity to effectively conduct training and therefore needed help. Another strength of the implementation process is that it involved the employees. Before proceeding with the implementation, Ridley informed all of its employees that it would be undertaking training. Essentially, Ridley set out to gain the support of its personnel. It is virtually impossible for any firm to implement change without the full support of its workforce (Galbraith, 2018; Fuchs & Prouska, 2014). Mr. Brown confirmed that most of the employees endorsed the training program, finding it to be crucial for their competency development. There is no doubt that Ridley values its employees and is dedicated to tapping into their immense set of skills to fuel its growth.

Establishing a culture of training and development is another commendable step that Ridley took. As pointed out earlier, the company expanded the philosophy of its HR programs to include training. This was revealed by Mr. Brown who stated that Ridley now places immense emphasis on employee training. In fact, according to Mr. Brown, the company sets aside generous amounts to fund training. By investing in training, Ridley has joined a growing list of companies which recognize the value of workforce development. As they prioritize training and development, companies are usually rewarded in the form of improved productivity and performance (Sendawula et al., 2018). Therefore, Ridley can expect to witness a sustained improvement in the performance of its employees and its competitiveness in the Australian market. Combining various training approaches is another critical component of the implementation process that guaranteed success. As noted earlier, in addition to conducting lectures, Ridley also performed demonstration. Evidence shows that practical demonstrations are far more effective in equipping employees with technical skills and expanding their knowledge base (Mansour, Naji & Leclerc, 2017). It is not surprising that following the implementation of the training, Ridley witnessed an immediate and significant improvement in employee performance and productivity.

Challenges and Limitations

For the most part, Ridley’s training program was implemented properly. However, there are some challenges that limitations that frustrated the implementation. According to Mr. Brown, resistance from employees is among these challenges. Responding to one of the interview questions, Mr. Brown shared that some employees actively opposed the training. These employees feared that the training would add to their workload. It is true that the concerns that the employees raised were indeed valid. It has been observed that many employees oppose change over fears that the change will cause disruptions and overburden them (Cronin & McGuiness, 2014; Dubois et al., 2014). While the employee resistance posed a threat to the implementation process, it was not enough to derail progress. Mr. Brown shared that in response to the resistance, the company’s top leadership moved with speed to allay the concerns that the employees had raised. In particular, the leaders assured that contrary to their fears, the training program would make them more efficient and highly productive.

Since the interview took place months after Ridley had adopted the training program, the firm had an opportunity to reflect on this initiative. Mr. Brown observed that the reflection had led the company to the realization that the implementation process was rather haphazard. While Ridley took steps to ensure that the process followed an elaborate and well laid out framework, it struggled to adhere to the plan. This challenge is not surprising given that the company had limited experience in training its employees on how to use the new technology. While he decried the chaotic and haphazard implementation, Mr. Brown was full of praise for the company.

Recommendations

How Ridley adopted the training initiative was not perfect. This process was riddled with challenges. If it is to undertake a similar intervention in the future, the company should consider a number of important recommendations. Securing buy-in from all stakeholders is among the proposals that the firm is urged to adopt. Successful change implementation relies heavily on the support of stakeholders (Roeder, 2013). Mr. Brown lamented that the firm failed to engage all stakeholders who were affected by the training program. For example, some of the employees were merely informed that the program would be implemented. They were not consulted on such issues as the subjects that the training should address. It is reasonable to suppose that had it engaged in more extensive consultations with its employees, Ridley would have been able to develop a more effective training intervention. Another recommendation that is presented is that Ridley should be more proactive in training its employees. In an earlier section, it was noted that the company decided to conduct training after realizing that tis employees were not equipped to use the new technology. By adopting a more proactive approach, the company would have predicted that the new technology would find the employees unprepared. To ensure that this does not happen, the firm then conducts training before procuring the technology. This strategy has a number of benefits. One, it would help the company to minimize time and cost wastage. As it conducted the training, it was forced to shut down operations in some departments. The disruptions would have been unnecessary if the company had trained the employees in advance. Two, adopting this strategy would have made it possible for Ridley to place its workforce at the cutting edge of technology.

Helping the employees to develop a personal connection to training is another strategy that Ridley is encouraged to adopt. Mr. Brown stated that most of the employees participated in the training because the company mandated it. Basically, the firm’s employees lacked the commitment needed. To develop such commitment, Ridley should remind the employees of the benefits that they stand to gain. For example, Ridley could tell the employees that by participating in training, they prepare themselves for the opportunities that they will encounter in their future endeavors. Doing this would allow the employees to understand that they have a personal and important stake in the training.

Summary

Ridley represents the firms which are dedicated to workforce development. Since its establishment, this firm has endeavored to enhance the skills of its employees. Its commitment to its personnel helps to explain why it continues to thrive in a market that is becoming increasingly competitive. The recent decision by the company to train its employees underscores its focus on HR development. In an effort to ease the adoption of a new technology, Ridley conducted an employee-centric training initiative. Combining traditional lectures with practical demonstrations, this initiative aimed to introduce the employees to how the new technology functions. While Ridley encountered some challenges, eventually, it was able to achieve success. This success can be attributed to the partnerships that it established with experts and the adequate funding that it committed to the training initiative. Additionally, Ridley listened to the concerns of its employees and assured them that the training would only make them more competent and productive. This company presents lessons that other firms can adopt. If they are to replicate the success that Ridley has experienced, companies should make employee training a priority. They should be forward-thinking and recognize that in order to remain competitive, they must prepare their workforce for the future.

References

Auguste, J. (2013). Applying Kotter’s 8-step process for leading change to the digital transformation of an orthopedic surgical practice group in Toronto, Canada. Journal of Health & Medical Informatics. doi: 10.4172/2157-7420.1000129

Azulay, H. (2012). Employee development on a shoestring. American Society for Training and Development.

Behringer, N., & Sassenberg, K. (2015). Introducing social media for knowledge management: Determinants of employees’ intentions to adopt new tools. Computers in Human Behavior, 48 , 290-6.

Calegari, M. F., Sibley, R. E., & Turner, M. E. (2015). A roadmap for using Kotter’s organizational change model to build faculty engagement in accreditation. Academy of Educational Leadership Journal, 19 (3), 31-43.

Cascio, W. F. (2014). Leveraging employer branding, performance management and human resource development to enhance employee retention. Human Resource Development International, 17 (2), 121-8.

Cheng, H. G., & Phillips, M. R. (2014). Secondary analysis of existing data: opportunities and implementation. Shanghai Archives of Psychiatry, 26 (6), 371-5.

Cronin, H., & McGuiness, S. (2014). Examining the relationship between employee resistance to changes in job conditions and wider organizational change: evidence from Ireland. IZA. Retrieved September 29, 2019 from http://ftp.iza.org/dp8441.pdf

Dubois, C., Bentein, K., Mansour, J. B., Gilbert, F., & Bedard, J. (2014). Why some employees adopt or resist reorganization of work practices in health care: associations between perceived loss of resources, burnout, and attitudes to change. International Journal of Environmental Research and Public Health, 11 (1), 187-201.

Fuchs, S., & Prouska, R. (2014). Creating positive employee change evaluation: the role of different levels of organizational support and change participation. Journal of Change Management, 14 (3), 361-83.

Galbraith, M. (2018). Don’t just tell employees organizational changes are coming- explain why. Harvard Business Review. Retrieved September 29, 2019 from https://hbr.org/2018/10/dont-just-tell-employees-organizational-changes-are-coming-explain-why

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3 (3), 123-7.

Ionescu, A., & Dumitru, N. R. (2015). The role of innovation in creating the company’s competitive advantage. Eco Forum, 4 (1), 99-104.

Kotter, J. (2012). Leading change. Brighton, MA: Harvard Business Press.

Mansour, J. B., Naji, B., & Leclerc, A. (2017). The relationship between training satisfaction and the readiness to transfer training: the mediating role of normative commitment. Sustainability. doi:10.3390/su9050834

Mantzana, V., Themistocleous, M., & Morabito, V. (2010). Health information systems and older employees’ training. Journal of Enterprise Information Management, 23 (6), 680-93.

Mohammadyari, S., & Singh, H. (2015). Understanding the effect of e-learning on individual performance: The role of digital literacy. Computers & Education, 82, 11-25.

Potnuru, R. K. G., & Sahoo, C. K. (2014). Role of training towards competitive advantage: a qualitative approach. Indian Journal of Training and Development, 44 (1), 32-40.

Richardson, G. L. (2010). Project management theory and practice. CRC Press.

Roeder, T. (2013). Managing project stakeholders: building a foundation to achieve project goals. Hoboken, NJ: Wiley.

Sare, M., & Ogilvie, L. (2010). Strategic planning for nurses: change management in health care. Burlington, MA: Jones & Bartlett Publishing.

Sendawula, K., Kimuli, S. N., Bananuka, J., Muganga, G. N., & Wanasika, I. (2018). Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5 (1). doi: https://doi.org/10.1080/23311975.2018.1470891

Suchman, A. L., Sluyter, D. J., & Williamson, P. R. (2011). Leading change in healthcare: transforming organizations using complexity, positive psychology and relationship-centered care. London: Radcliffe Publishing.

Swart, J., Mann, C., Brown, S., & Price, A. (2012). Human resource development. London: Routledge.

Young, J. C., Rose, D. C., Mumby, H. S., et al. (2018). A methodological guide to using and reporting on interviews in conservation science research. Methods in Ecology and Evolution, 9 (1), 10-19.