跟读练习: Change Management, HRM and what you need to know - 通过YouTube学习英语口语
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In this episode, we're going to talk about HR and change management.
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In this episode, we're going to talk about HR and change management.
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I know a few HR professionals who are passionate about this,
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but why and why does that passion matter?
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What is that passion about?
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That's coming up now.
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Hi there, I'm Andrea Adams,
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the host of HR Shop Talk.
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On the show, you get expert insight into HR.
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I encourage you to subscribe to the show or the podcast to keep learning from my guests.
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Today, my guest is Melanie Peacock.
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Melanie is an HR professor,
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an HR consultant, a keynote speaker,
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and recently she's become a fellow with CPHR Alberta.
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I'm excited to have her.
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Hi, Melanie, how are you?
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Hi, Andrea.
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I'm great, thanks.
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Excited to be here.
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Thank you for today.
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Yeah, thank you for coming on.
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And if it's even half as good as the last one, it'll be amazing.
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Okay, Okay, so we're going to talk about change management though now.
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So can you talk in a general sense about HR's role in change management?
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So first of all, this is the time where we should hear,
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actually be able to hear it.
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It should be palpable, the collective eye rolling of the audience.
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Like what?
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We're going to talk about change management?
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Like really?
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Aren't there enough books out there about it?
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Aren't there enough podcasts?
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Aren't there enough like little articles I can read? like wow
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we never change talking about change oh yeah let's let's get
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that elephant in the room out there
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or as i like to say the peacock in the room
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it's out there it's spreading its fingers feathers we're proud spoiler
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alert this is why we need to talk about it
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so please don't turn off the the channel as hr professionals
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when it comes to change management we are given lots of responsibility.
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We're held accountable for many,
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many parts of change management and we are given zero authority.
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This is the difference.
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This is why when you pick up all these change management textbooks
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and they say do this and do this and you read that and go that's nice but I can't do that.
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I'm not a leader, at least not entitled, not the capital L.
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You are a leader by the way,
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small leadership but that kind of leadership particularly during times of change management require a very distinct
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and differentiated strategy and different competencies
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and resources that's why we need to have this conversation
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so we have no authority in you know over the elements of change management
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so then what are what are we supposed to do we are supposed to guide influence
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convince impact notice i'm choosing these words very carefully
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and they are powerful words and let me tell you
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when done correctly hr professionals will do all of this
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and more we will be really able to help fulfill an organization and people's potential during times of change.
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We're also helping keeping the calm.
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We're also helping create the storm.
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Boy, what a paradox.
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I could chat more about that.
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But with all of those things,
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that's what will make change successful.
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That impact, that influence, the guiding,
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the small leadership that we do,
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it's just amazing to me and so powerful.
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Okay, so I have a couple questions arising out of that.
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The first one is, well,
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okay, we have to talk about that paradox of,
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you know, creating calm and creating the storm.
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Okay, so tell me about that.
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Okay, so I'm going to reverse it if I may.
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Talk about reverse creating the storm first.
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So for change to effectively happen,
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we have to increase dissatisfaction with the status quo.
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What?
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Did she just say we have to increase dissatisfaction?
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We have to make people unhappy?
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And now you'll see why I'm in HR and not marketing.
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That would be quite the campaign, right?
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Making people unhappy since 1971.
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Yay!
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Sign me up!
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But we need to, this is creating the storm.
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We need to show people palpably in non-threatening,
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non-harsh or hostile ways why the current situation is no longer valid or realistic or can continue.
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That's increasing dissatisfaction with the status quo.
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And in doing that, we're creating a storm.
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The other part of creating the storm is we have to listen to people's concerns.
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I've worked with so many people that I walk in and they'll say,
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this change is going great.
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I'm so excited.
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And I'll say, wonderful.
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How do you know it's going great?
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nobody's complaining i'm hearing nothing and i'm like egads
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that is the kiss of death you're hearing nothing it doesn't mean it's going well in fact getting
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that negative feedback getting those concerns getting those points of resistance
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out into the open is part of creating the storm
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and often that will be hr's role we're the ones
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that have the contacts we're the ones who are pervasive to access with people across the organization.
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We have this way access,
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this way access, you know, vertically and horizontally.
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So we'll create the storm by bringing some troubling things to the surface,
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which can then get resolved.
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Right?
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So that's part of creating the storm.
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We resolve the storm by all those things,
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by the appropriate communication, by making sure that people understand what's the vision for this change.
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You might not be the ones communicating it,
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but we would ask questions to those that do the communication.
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So we provide them with the resources.
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We've got them to ruminate and think and ponder.
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Oh, maybe I should consider that.
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Oh, maybe I need to tell people that.
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If we ask the right questions to those that are creating the vision and sharing the vision,
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that's where we can calm the storm.
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So in doing some research for this episode,
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you, I discovered and you told me about it,
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that you've written a book of sorts,
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but you also within that wrote about practical tools to help HR manage change.
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Can you tell us about some of the most important tools?
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Thank you, Andrea.
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So yeah, this shameless self-promotion,
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it's available through business experts,
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press and it's called the HR Professionals Guide to Change Management.
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It's actually a short little short little booklet.
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Easy read but it walks you through practical steps to do exactly some of that creating the storm,
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welding the storm.
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So there is an actual formula that's been well researched
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and used by HR professionals during times of change and wow first of all let's pause for a minute
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because it's so counterintuitive.
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Did she just say, let's use a formula to deal with it?
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Yeah, right.
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That's not very humane.
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That's not a good human resource professional.
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Since then do we have to do math?
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Math, not math.
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Let's say, well, get your abacus out
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and no. The formula is exactly doing some of what I've shared with you and I'm going to elaborate on.
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One, making sure that the vision is well articulated.
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So you're saying, I have no authority.
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How do I do?
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Those that are sharing the vision,
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again, you're asking them the questions,
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you're giving them the tools,
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you're giving them the feedback, diplomatic right ways.
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You're finding other ways through effective change agents to make sure that that vision is shared.
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You're making sure that people understand why the current situation doesn't work.
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Back to that increasing the dissatisfaction with the status quo,
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which also helps people understand the whiffums,
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the what's in it for me.
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As an HR professional, part of that formula is making sure that as things progress, they're acknowledged.
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Acknowledging and celebrating the steps along the way is critical.
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that change momentum, maintaining that drive forward.
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Now I'm not talking about a ticker tape parade after every milestone is achieved.
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It can be something as simple as a conversation.
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It can be something as simple as posting data and sharing data.
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Look what we've achieved.
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It can be as simple as ordering a cake,
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but celebrating and acknowledging steps along the way is critical.
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All of those things, according to the formula,
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need to outpower or be greater than points of resistance.
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So here's another way that HR people add great value during times of change.
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We are the ones that can often best understand the points of resistance,
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and they tend to be for people core, personal, or intellectual.
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Core, I don't trust it.
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Personal, I don't like it.
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Intellectual, I don't understand it.
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And those can overlap and start to mesh together.
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But as HR professionals, we should be distancing ourselves enough while we're still ensconced in it.
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Talking about a paradox, we're living in those two continuums.
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But to understand where those points of resistance are
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and how we can address this and help those that are actually leading the change address this.
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If you found this interesting,
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subscribe to see all the episodes and comment.
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Today's question is about the storm Melanie was talking about.
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Have you ever been part of creating the storm in a practical and not threatening kind of way?
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Tell us about how you went and about and did that in the comment section.
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So I wanted to just dwell on those qualities you were talking about with respect to resistance,
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that it's core, personal, and intellectual.
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I feel like I've read a few change management books and I've never seen it laid out that way,
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but it makes so much sense.
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So how do we deal with those things?
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How do you incorporate that?
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You know, when we look at intellectual,
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personal core points of resistance,
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ultimately change often comes down to people feel that they're losing something.
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They're losing power.
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They're losing expertise.
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They're losing connections.
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They're losing resources.
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They're losing legitimate authority.
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So we have to think about the sense of loss under intellectual,
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personal, and core points of resistance.
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And then how do we negate that?
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And if it's not possible to negate it,
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how do we be honest about it and minimize it?
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Because sometimes there will be some loss.
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But I'll argue, and I'll put forth,
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and this is great for people listening in to ruminate on,
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what are people gaining?
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And why can we not spend a little bit of time on that?
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Let's think about the outcome,
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the positives, but let's not ignore the potential losses.
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So here's something else that's going to be a little bit,
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I hope people go, hmm,
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did she just say that?
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We should spend time during change management talking about what people will lose.
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Whoa, wait a second.
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Now that's not, whoa, whoa,
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whoa, whoa, no, no, no,
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no, no, no, we don't do that.
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We talk about everything that's great and what's going to happen and how wonderful it's going to be.
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Sure, and what that does,
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I like to call that cheerleading.
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what
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that does is it makes us seem out of it it
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makes us sincere it makes us seem like we don't care about people
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and we only care about the output when you balance the approach
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and say look these are potential things that could happen
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and we are aware of potential concerns
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and this is how we're going to do our best to minimize
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or mitigate them and we can't be aware of everything
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and this how we're creating communication channels so you can share other concerns or points of resistance with us.
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Yeah, I love the idea.
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It doesn't happen very often, does it?
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No, no it does not.
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And I love the idea of those conversations,
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you know, just can you imagine the reaction you'd get if you'd like,
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what do you think you're going,
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what are you losing out of this?
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Mind's exploding.
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Yeah, it's like wow wait a second somebody actually cares about what I have to think about this
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and oh I never even thought about that some people say
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that why do you want people to think about
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that they might not have even they've thought about it on some level they've thought about it no
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even if they don't know and it's better to illuminate it elevate it bring it to the surface
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deal with it head on and be truthful about it here's something
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that seems so simple
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but wow I've experienced this many times with environments I've worked in you're going to lose your office space even
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if we're moving to the what you think who cares you move to another office people go crazy over
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that kind of stuff so address it be honest be forthright you know
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when you're empathetic and honest during times of change
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and you encourage again this is what hr professionals could do encourage those leading
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and guiding the change to do those and to answer those tough questions,
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it makes for things rolling out so much smoother.
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The other thing I find that HR professionals,
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when you ask those that are leading and guiding change the tough questions,
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sometimes they don't have the answers.
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And I've worked in situations where the leaders can't give me the answers.
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But then what happens is they'll often go,
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wow, I don't know, or I haven't thought about that,
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or I'm not sure.
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Maybe now is not the right time for the change.
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Or maybe we need to do it in a phase.
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They come to the realization almost themselves through the right impact, influence, guidance, right?
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Those tools that an HR professional uses.
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I don't know where I saw this,
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but I know it comes from you.
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Is that you said somewhere along the lines,
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either in your booklet or when we were talking,
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that we need to consider our own reaction to change.
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Why?
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Like, what difference does that make?
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Yeah, we did have that conversation, Andrea.
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Yeah.
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And we have to think about the way we act and interact with other people in times of change.
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change because as HR people,
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while we might not have authority,
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we are showing people, we're role modeling, we're signaling.
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And if we're saying this is really important,
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and you've got your arms crossed and you're twitching and you're rolling your eyes,
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if you can't think about and not,
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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,
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you're doing the process a great detriment the other thing too is it's important to understand
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and i'm still it's an evolving process you know i'm going
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to be the last person to say i'm great at this i'm still learning i'm still evolving
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which is great lifelong learning right you know to react
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when people give you not so good news
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or they give you points of resistance to not go are
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you kidding me are you you know you have to be
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okay let me pause let me listen to what they're saying how i'm acting
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and interacting with them is going to set the grounds for this ongoing illumination of points of resistance.
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But here's the rub, not just now, but going forward.
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If HR professionals come across as disingenuous,
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as uninformed, as unempathetic during a point of change,
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going forward, there'll be of little value to an organization.
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employees and the leaders will remember how you were during that change process and that transition.
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And if you couldn't be valued and respected and turned to as a great resource,
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that's not going to happen going forward.
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So final question.
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If someone in HR wants to get more involved in change management,
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what do you recommend?
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You haven't even mentioned like things like ProSci yet.
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I'm familiar with ProSci, I'm familiar with some other programs actually.
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There's many good ones that you can look up and choose what works best for you.
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So I'm going to be a little facetious or a little tongue in cheek in how I answer that terrific question.
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How do you get involved in change management as an HR professional?
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You show up for work
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because I'm going to say everything we do has an element of change to it as HR professionals.
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So think about, you know,
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what skills and the influence,
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how are you creating the storm in non-hostile, non-dramatic ways?
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How are you quelling the storm?
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You know, that's how we as HR professionals, you can read.
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Of course, I want people to read.
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That's why I wrote the book as a resource.
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I love it.
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And I love reading and but you pick and choose the resources
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that make sense for you and your organization
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and your hr practice your style so that you're genuine
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and authentic and then you do it it's one of those things
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that you need to practice change management is very cerebral
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but it's very tapped up you can only think about it for
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so long and then you have to do it
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and i'm really just i'm going to put forth
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that we as HR professionals are constantly involved in change management because we're constantly bringing forth new amendments,
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ideas, policies, guidelines, procedures, ways of work.
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It's true, it's true.
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It's exciting.
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It is.
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Some of what comes to mind for me is that,
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or at least in my case,
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I felt more often like I was quelling the storm than creating the storm.
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There'll be a different, that'll be something I'll ruminate on this on afterward.
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Thanks, Melanie.
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Well, that was such a refreshing take on change management for HR.
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I did another episode with Melanie and that episode is right here.
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Thanks for watching and see you next time.
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背景与语境
在本期视频中，主持人Andrea Adams与人力资源专家Melanie Peacock讨论了变革管理与人力资源管理(HRM)的关系。虽然很多人可能觉得变革管理这个话题已经讨论过很多次，但实际上，在HR领域中，变革管理的责任与权力之间存在着明显的分歧。HR专业人士在变革管理中承担着重大的责任但却常常没有相应的权威，这使得他们在面对变革时需要特别的策略与能力。这段对话不仅为HR专业人士提供了深入的见解，也为学习英语的朋友们揭示了在专业领域内语言使用的复杂性。
日常交流的五个重要短语
- 变革管理 - 这是指组织如何规划和实施变革的过程。
- 人力资源专业人士 - 这些是负责管理公司员工和文化的人。
- 战略 - 在变革管理中需采用明确的策略。
- 权威 - 在HR中，变革的权威常常分散或缺乏。
- 小型领导力 - 即使在没有标题的情况下，也可以展现领导能力。
逐步模仿指导
要提高您在这一领域的英语能力，通过跟随视频进行"shadow speak"练习可以极大帮助您提升发音和理解力。以下是使用"shadow speech"技巧的分步指南：
- 收看视频: 先看一遍视频，关注整体内容和对话的流畅性。
- 分段听力: 将对话分成小段，逐段听取，确保理解每一部分所传达的信息。
- 模仿发音: 在听到每一句话后，暂停并尝试模仿发音与语调，这对于提高英语发音非常关键。
- 重复练习: 多次重复这个过程，逐渐提高速度与流利度，确保每个词汇都能准确发音。
- 使用工具:可以在专门的shadowing site上找到更多的练习材料，从而增强自己的听说能力。
通过这种方式，学习者不仅能够更好地理解变革管理相关的专业术语，还能在实际应用中提升英语口语能力。看YouTube学英语不仅是一种实用的学习方式，也是与全球化沟通的桥梁。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。