Change management: a decisive turning point in human resources.

I – What is change management?

A relatively recent concept, which emerged in the wake of societal and professional developments, change management refers to a company's ability to integrate upheavals – quantitative, qualitative, or even depreciative – to effectively redirect its trajectory towards its objectives.

In this context, change management is essential for any organization wishing to continue its growth in an unstable world.

This observation is all the more true given that the business environment is constantly changing. The professional context is evolving rapidly, markets are volatile, and technological innovations are constant. Added to this are unprecedented global crises, such as the Covid-19 pandemic, which has profoundly redefined working arrangements, particularly with the widespread adoption of remote working.

II – The issues of change management.

Change management raises several major issues that need to be anticipated.

First, resistance to change remains deeply rooted in organizations. It's true that change management disrupts employee habits and company benchmarks. To successfully implement it, an appropriate mindset and an open managerial stance are essential.

A poorly implemented change policy can lead to major deviations, or even heavy losses for the company.

In this prevention approach, communication plays a key role. It is necessary to avoid improvisation, define a clear strategy, and adapt messages to the company's culture and objectives.

An accurate assessment of the organization's cultural maturity is an essential prerequisite. It will guide the approach, the preferred methods, and the pace to adopt to successfully achieve the transformation.

III – The proposed working method.

To respond effectively to the challenges linked to change management , the recommended method is based on a participatory approach .

This is a structured approach, built gradually and in co-construction with all stakeholders. This hybrid positioning between a bottom-up and top-down approach makes it possible to structure the transition to action.

This dynamic can be integrated into a targeted training plan , intended to support the transformation of professions called upon to disappear or to evolve significantly (beyond 30%).

The steps of this method are as follows:

• Accurately identify internal and external brakes, constraints and levers.

• Adopt a communication posture aligned with corporate culture.

• Deploy gradual, structured and strategic change.

• Consolidate new practices to sustainably accelerate development.

With this in mind, it is recommended to initiate a managerial coaching project , to anticipate the recruitment of tomorrow's talents , and to promote their development internally.

The entire approach is part of a pragmatic and caring logic, at the interface between soft skills (listening, empathy, commitment) and hard skills (analysis, structuring, change management).