HR Management Preparing Employees for Change

HR Management Preparing Employees for Change


The study focuses on a case study of an employer in the food industry that needs to change the business strategy to maintain old customers and attract new customers. Emphasis on this case illustrates how planning for change is similar to the ordinary problem solving, and its effects on the workers.


The case focuses on the owner of a medium family style restaurant who has realized reduced sales over one year though the business is well known for its affordable costs and quality services. Having been in the industry for more than six years, the executive expects the business name to fetch more income. Instead, no familiar faces and new faces are seen enjoying the services. It is therefore necessary to conduct research to change the strategy to increase sales (Wiley & Walker, 99).


From the study, it is essential to set personal objectives by defining the problem first. Note down probable risks, beginning with the past, then the present before proceeding to future risks. This chronology is to necessitate forecasting and highlighting of the success to manage risks. It is essential to note down significant periods within the day when business is most crucial since time is a crucial factor in every business. For enhanced employees’ morale and teambuilding, it is necessary that the manager works with the employees and respects every person within the organization. Management visibility makes the staff experience managerial support and learn from the master’s example. To achieve this strategy, it is necessary to divide the time to fit the most imperative activities from the rest.

Focusing on time enables most managers to spend their moments better. They achieve this by reducing the time taken in socialization, entertaining unknown visitors, and answering innumerable employee questions. In general, executives are called to plan better by having standing plans, acquire better trainings and communications, have better records and housekeeping, minimum supervision, and build more trust with the employees. Moreover, managerial work demands enhanced decision-making, and prioritizing activities and facts according to their significance and necessity.


Change is necessary in all organizations for adaptation to changing surroundings, improvement of competitive positions and more cost-effectiveness for improved products and services. In most of the businesses, introducing change requires planning by the supervisors (Wiley & Walker, 99). Due to the associated risks and effects, managers and leaders are called to take time and consideration before introducing change. Including the affected individuals in the change not only assists in managing impending dangers, it also increases employees’ commitments and involvements for successful changes. This is because most of the associates have been known to resist change since it alters the environment, routines and relationships. Individuals tend to become worried and threatened with the uncertainty of changes. To minimize much resistance, managers are advised to encourage open communications and trust. This can take the form of sharing facts of how the change will affect, who and when it is likely to take place. Managers can also reduce fear among the subjects by holding open discussions, understanding, and supporting the staff.


To introduce change, it is necessary to define the problem and set objectives. Among the objectives including changing how time is spent by prioritizing time based on the form of production. Other than just giving directions to the staff, managers are called to be leaders in everything. Through the example displayed, staff will learn on the best practices to meet the goals set. A leader guides by offering examples on the best practices, relates well with the workers and exercise open communication where workers can easily approach them for solutions to problems.

Work Cited

Wiley John & Walker, R. John. Supervision in the Hospitality Industry: Leading Human

Resources. (7th Ed). Boston: John Wiley, 2012. Print