Luyện nói tiếng Anh bằng Shadowing qua video: Change Management, HRM and what you need to know

In this episode, we're going to talk about HR and change management.

⏸ Tạm dừng

Tốc độ:

327 câu

Nếu các câu quá ngắn hoặc quá dài, hãy bấm Edit để chỉnh sửa.

In this episode, we're going to talk about HR and change management.

I know a few HR professionals who are passionate about this,

but why and why does that passion matter?

What is that passion about?

That's coming up now.

Hi there, I'm Andrea Adams,

the host of HR Shop Talk.

On the show, you get expert insight into HR.

I encourage you to subscribe to the show or the podcast to keep learning from my guests.

Today, my guest is Melanie Peacock.

Melanie is an HR professor,

an HR consultant, a keynote speaker,

and recently she's become a fellow with CPHR Alberta.

I'm excited to have her.

Hi, Melanie, how are you?

Hi, Andrea.

I'm great, thanks.

Excited to be here.

Thank you for today.

Yeah, thank you for coming on.

And if it's even half as good as the last one, it'll be amazing.

Okay, Okay, so we're going to talk about change management though now.

So can you talk in a general sense about HR's role in change management?

So first of all, this is the time where we should hear,

actually be able to hear it.

It should be palpable, the collective eye rolling of the audience.

Like what?

We're going to talk about change management?

Like really?

Aren't there enough books out there about it?

Aren't there enough podcasts?

Aren't there enough like little articles I can read? like wow

we never change talking about change oh yeah let's let's get

that elephant in the room out there

or as i like to say the peacock in the room

it's out there it's spreading its fingers feathers we're proud spoiler

alert this is why we need to talk about it

so please don't turn off the the channel as hr professionals

when it comes to change management we are given lots of responsibility.

We're held accountable for many,

many parts of change management and we are given zero authority.

This is the difference.

This is why when you pick up all these change management textbooks

and they say do this and do this and you read that and go that's nice but I can't do that.

I'm not a leader, at least not entitled, not the capital L.

You are a leader by the way,

small leadership but that kind of leadership particularly during times of change management require a very distinct

and differentiated strategy and different competencies

and resources that's why we need to have this conversation

so we have no authority in you know over the elements of change management

so then what are what are we supposed to do we are supposed to guide influence

convince impact notice i'm choosing these words very carefully

and they are powerful words and let me tell you

when done correctly hr professionals will do all of this

and more we will be really able to help fulfill an organization and people's potential during times of change.

We're also helping keeping the calm.

We're also helping create the storm.

Boy, what a paradox.

I could chat more about that.

But with all of those things,

that's what will make change successful.

That impact, that influence, the guiding,

the small leadership that we do,

it's just amazing to me and so powerful.

Okay, so I have a couple questions arising out of that.

The first one is, well,

okay, we have to talk about that paradox of,

you know, creating calm and creating the storm.

Okay, so tell me about that.

Okay, so I'm going to reverse it if I may.

Talk about reverse creating the storm first.

So for change to effectively happen,

we have to increase dissatisfaction with the status quo.

What?

Did she just say we have to increase dissatisfaction?

We have to make people unhappy?

And now you'll see why I'm in HR and not marketing.

That would be quite the campaign, right?

Making people unhappy since 1971.

Yay!

Sign me up!

But we need to, this is creating the storm.

We need to show people palpably in non-threatening,

non-harsh or hostile ways why the current situation is no longer valid or realistic or can continue.

That's increasing dissatisfaction with the status quo.

And in doing that, we're creating a storm.

The other part of creating the storm is we have to listen to people's concerns.

I've worked with so many people that I walk in and they'll say,

this change is going great.

I'm so excited.

And I'll say, wonderful.

How do you know it's going great?

nobody's complaining i'm hearing nothing and i'm like egads

that is the kiss of death you're hearing nothing it doesn't mean it's going well in fact getting

that negative feedback getting those concerns getting those points of resistance

out into the open is part of creating the storm

and often that will be hr's role we're the ones

that have the contacts we're the ones who are pervasive to access with people across the organization.

We have this way access,

100

this way access, you know, vertically and horizontally.

101

So we'll create the storm by bringing some troubling things to the surface,

102

which can then get resolved.

103

Right?

104

So that's part of creating the storm.

105

We resolve the storm by all those things,

106

by the appropriate communication, by making sure that people understand what's the vision for this change.

107

You might not be the ones communicating it,

108

but we would ask questions to those that do the communication.

109

So we provide them with the resources.

110

We've got them to ruminate and think and ponder.

111

Oh, maybe I should consider that.

112

Oh, maybe I need to tell people that.

113

If we ask the right questions to those that are creating the vision and sharing the vision,

114

that's where we can calm the storm.

115

So in doing some research for this episode,

116

you, I discovered and you told me about it,

117

that you've written a book of sorts,

118

but you also within that wrote about practical tools to help HR manage change.

119

Can you tell us about some of the most important tools?

120

Thank you, Andrea.

121

So yeah, this shameless self-promotion,

122

it's available through business experts,

123

press and it's called the HR Professionals Guide to Change Management.

124

It's actually a short little short little booklet.

125

Easy read but it walks you through practical steps to do exactly some of that creating the storm,

126

welding the storm.

127

So there is an actual formula that's been well researched

128

and used by HR professionals during times of change and wow first of all let's pause for a minute

129

because it's so counterintuitive.

130

Did she just say, let's use a formula to deal with it?

131

Yeah, right.

132

That's not very humane.

133

That's not a good human resource professional.

134

Since then do we have to do math?

135

Math, not math.

136

Let's say, well, get your abacus out

137

and no. The formula is exactly doing some of what I've shared with you and I'm going to elaborate on.

138

One, making sure that the vision is well articulated.

139

So you're saying, I have no authority.

140

How do I do?

141

Those that are sharing the vision,

142

again, you're asking them the questions,

143

you're giving them the tools,

144

you're giving them the feedback, diplomatic right ways.

145

You're finding other ways through effective change agents to make sure that that vision is shared.

146

You're making sure that people understand why the current situation doesn't work.

147

Back to that increasing the dissatisfaction with the status quo,

148

which also helps people understand the whiffums,

149

the what's in it for me.

150

As an HR professional, part of that formula is making sure that as things progress, they're acknowledged.

151

Acknowledging and celebrating the steps along the way is critical.

152

that change momentum, maintaining that drive forward.

153

Now I'm not talking about a ticker tape parade after every milestone is achieved.

154

It can be something as simple as a conversation.

155

It can be something as simple as posting data and sharing data.

156

Look what we've achieved.

157

It can be as simple as ordering a cake,

158

but celebrating and acknowledging steps along the way is critical.

159

All of those things, according to the formula,

160

need to outpower or be greater than points of resistance.

161

So here's another way that HR people add great value during times of change.

162

We are the ones that can often best understand the points of resistance,

163

and they tend to be for people core, personal, or intellectual.

164

Core, I don't trust it.

165

Personal, I don't like it.

166

Intellectual, I don't understand it.

167

And those can overlap and start to mesh together.

168

But as HR professionals, we should be distancing ourselves enough while we're still ensconced in it.

169

Talking about a paradox, we're living in those two continuums.

170

But to understand where those points of resistance are

171

and how we can address this and help those that are actually leading the change address this.

172

If you found this interesting,

173

subscribe to see all the episodes and comment.

174

Today's question is about the storm Melanie was talking about.

175

Have you ever been part of creating the storm in a practical and not threatening kind of way?

176

Tell us about how you went and about and did that in the comment section.

177

So I wanted to just dwell on those qualities you were talking about with respect to resistance,

178

that it's core, personal, and intellectual.

179

I feel like I've read a few change management books and I've never seen it laid out that way,

180

but it makes so much sense.

181

So how do we deal with those things?

182

How do you incorporate that?

183

You know, when we look at intellectual,

184

personal core points of resistance,

185

ultimately change often comes down to people feel that they're losing something.

186

They're losing power.

187

They're losing expertise.

188

They're losing connections.

189

They're losing resources.

190

They're losing legitimate authority.

191

So we have to think about the sense of loss under intellectual,

192

personal, and core points of resistance.

193

And then how do we negate that?

194

And if it's not possible to negate it,

195

how do we be honest about it and minimize it?

196

Because sometimes there will be some loss.

197

But I'll argue, and I'll put forth,

198

and this is great for people listening in to ruminate on,

199

what are people gaining?

200

And why can we not spend a little bit of time on that?

201

Let's think about the outcome,

202

the positives, but let's not ignore the potential losses.

203

So here's something else that's going to be a little bit,

204

I hope people go, hmm,

205

did she just say that?

206

We should spend time during change management talking about what people will lose.

207

Whoa, wait a second.

208

Now that's not, whoa, whoa,

209

whoa, whoa, no, no, no,

210

no, no, no, we don't do that.

211

We talk about everything that's great and what's going to happen and how wonderful it's going to be.

212

Sure, and what that does,

213

I like to call that cheerleading.

214

what

215

that does is it makes us seem out of it it

216

makes us sincere it makes us seem like we don't care about people

217

and we only care about the output when you balance the approach

218

and say look these are potential things that could happen

219

and we are aware of potential concerns

220

and this is how we're going to do our best to minimize

221

or mitigate them and we can't be aware of everything

222

and this how we're creating communication channels so you can share other concerns or points of resistance with us.

223

Yeah, I love the idea.

224

It doesn't happen very often, does it?

225

No, no it does not.

226

And I love the idea of those conversations,

227

you know, just can you imagine the reaction you'd get if you'd like,

228

what do you think you're going,

229

what are you losing out of this?

230

Mind's exploding.

231

Yeah, it's like wow wait a second somebody actually cares about what I have to think about this

232

and oh I never even thought about that some people say

233

that why do you want people to think about

234

that they might not have even they've thought about it on some level they've thought about it no

235

even if they don't know and it's better to illuminate it elevate it bring it to the surface

236

deal with it head on and be truthful about it here's something

237

that seems so simple

238

but wow I've experienced this many times with environments I've worked in you're going to lose your office space even

239

if we're moving to the what you think who cares you move to another office people go crazy over

240

that kind of stuff so address it be honest be forthright you know

241

when you're empathetic and honest during times of change

242

and you encourage again this is what hr professionals could do encourage those leading

243

and guiding the change to do those and to answer those tough questions,

244

it makes for things rolling out so much smoother.

245

The other thing I find that HR professionals,

246

when you ask those that are leading and guiding change the tough questions,

247

sometimes they don't have the answers.

248

And I've worked in situations where the leaders can't give me the answers.

249

But then what happens is they'll often go,

250

wow, I don't know, or I haven't thought about that,

251

or I'm not sure.

252

Maybe now is not the right time for the change.

253

Or maybe we need to do it in a phase.

254

They come to the realization almost themselves through the right impact, influence, guidance, right?

255

Those tools that an HR professional uses.

256

I don't know where I saw this,

257

but I know it comes from you.

258

Is that you said somewhere along the lines,

259

either in your booklet or when we were talking,

260

that we need to consider our own reaction to change.

261

Why?

262

Like, what difference does that make?

263

Yeah, we did have that conversation, Andrea.

264

Yeah.

265

And we have to think about the way we act and interact with other people in times of change.

266

change because as HR people,

267

while we might not have authority,

268

we are showing people, we're role modeling, we're signaling.

269

And if we're saying this is really important,

270

and you've got your arms crossed and you're twitching and you're rolling your eyes,

271

if you can't think about and not,

272

you don't have that self-awareness of how you're coming across to other people and the influence you're having during times of change,

273

you're doing the process a great detriment the other thing too is it's important to understand

274

and i'm still it's an evolving process you know i'm going

275

to be the last person to say i'm great at this i'm still learning i'm still evolving

276

which is great lifelong learning right you know to react

277

when people give you not so good news

278

or they give you points of resistance to not go are

279

you kidding me are you you know you have to be

280

okay let me pause let me listen to what they're saying how i'm acting

281

and interacting with them is going to set the grounds for this ongoing illumination of points of resistance.

282

But here's the rub, not just now, but going forward.

283

If HR professionals come across as disingenuous,

284

as uninformed, as unempathetic during a point of change,

285

going forward, there'll be of little value to an organization.

286

employees and the leaders will remember how you were during that change process and that transition.

287

And if you couldn't be valued and respected and turned to as a great resource,

288

that's not going to happen going forward.

289

So final question.

290

If someone in HR wants to get more involved in change management,

291

what do you recommend?

292

You haven't even mentioned like things like ProSci yet.

293

I'm familiar with ProSci, I'm familiar with some other programs actually.

294

There's many good ones that you can look up and choose what works best for you.

295

So I'm going to be a little facetious or a little tongue in cheek in how I answer that terrific question.

296

How do you get involved in change management as an HR professional?

297

You show up for work

298

because I'm going to say everything we do has an element of change to it as HR professionals.

299

So think about, you know,

300

what skills and the influence,

301

how are you creating the storm in non-hostile, non-dramatic ways?

302

How are you quelling the storm?

303

You know, that's how we as HR professionals, you can read.

304

Of course, I want people to read.

305

That's why I wrote the book as a resource.

306

I love it.

307

And I love reading and but you pick and choose the resources

308

that make sense for you and your organization

309

and your hr practice your style so that you're genuine

310

and authentic and then you do it it's one of those things

311

that you need to practice change management is very cerebral

312

but it's very tapped up you can only think about it for

313

so long and then you have to do it

314

and i'm really just i'm going to put forth

315

that we as HR professionals are constantly involved in change management because we're constantly bringing forth new amendments,

316

ideas, policies, guidelines, procedures, ways of work.

317

It's true, it's true.

318

It's exciting.

319

It is.

320

Some of what comes to mind for me is that,

321

or at least in my case,

322

I felt more often like I was quelling the storm than creating the storm.

323

There'll be a different, that'll be something I'll ruminate on this on afterward.

324

Thanks, Melanie.

325

Well, that was such a refreshing take on change management for HR.

326

I did another episode with Melanie and that episode is right here.

327

Thanks for watching and see you next time.

TRENDING

Phổ biến

Phương Pháp Shadowing Là Gì?

Shadowing là kỹ thuật học ngôn ngữ có cơ sở khoa học, ban đầu được phát triển cho chương trình đào tạo phiên dịch viên chuyên nghiệp và được phổ biến rộng rãi bởi nhà đa ngôn ngữ học Dr. Alexander Arguelles. Nguyên lý cốt lõi đơn giản nhưng cực kỳ hiệu quả: bạn nghe tiếng Anh của người bản xứ và lặp lại to ngay lập tức — như một "cái bóng" (shadow) đuổi theo người nói với độ trễ chỉ 1–2 giây. Khác với luyện ngữ pháp hay học từ vựng bị động, Shadowing buộc não bộ và cơ miệng phải đồng thời xử lý và tái tạo ngôn ngữ thực tế. Các nghiên cứu khoa học xác nhận phương pháp này cải thiện đáng kể phát âm, ngữ điệu, nhịp điệu, nối âm, kỹ năng nghe và độ lưu loát khi nói — đặc biệt hiệu quả cho người luyện IELTS Speaking và muốn giao tiếp tiếng Anh tự nhiên như người bản ngữ.

ShadowingEnglish.com – Luyện Nói Tiếng Anh Bằng Shadowing

Nói tiếng Anh lưu loát với phương pháp Shadowing — nghe người bản xứ, đọc theo từng câu, rèn phản xạ ngôn ngữ thật sự. Được hàng ngàn người học IELTS tin dùng.

Luyện nói tiếng Anh bằng Shadowing qua video: Change Management, HRM and what you need to know

Phổ biến

Bối Cảnh & Nền Tảng

5 Câu Nói Quan Trọng trong Giao Tiếp Hằng Ngày

Hướng Dẫn Shadowing Bước Từng Bước

Phương Pháp Shadowing Là Gì?

Luyện nói tiếng Anh bằng Shadowing qua video: Change Management, HRM and what you need to know

Tải Ứng Dụng

Bối Cảnh & Nền Tảng

5 Câu Nói Quan Trọng trong Giao Tiếp Hằng Ngày

Hướng Dẫn Shadowing Bước Từng Bước

Phương Pháp Shadowing Là Gì?