Earlier this year, a large fast-moving consumer goods (FMCG) firm in China was forced to integrate with a US-based company, which had acquired its operations.A new leadership team had to be created while the two sets of support functions needed to be consolidated, among other large-scale changes that affected almost all of its 6,000 employees in Asia.Perhaps unsurprisingly, the company’s Chinese employees showed significant resistance and the firm enlisted the help of change management consultancy Ketchum Change.“The employees felt the acquiring company was not showing enough sensitivity to the way things were done in China,” says Gretchen Huestis, Regional Director of Asia-Pacific at Ketchum Change.“They thought that ‘western’ approaches were being forced on them and were concerned those approaches would not work in China,” she adds. As a result, the staff were initially slow to step into the new operating model and adapt to the new ways of working.The Chinese firm is not alone among organisations facing the uphill challenge of convincing employees to adapt to new circumstances.While many may be tempted to force past the resistance by ignoring the employees’ concerns or letting them leave the company, experts urge business leaders, HR and organisation development professionals to take a drastically different approach to the issue of change resistance.
Source: Rethinking resistance | hrmasia
About Christian Hoffeldt
Talent Scout, Human Resource Management, Talent Management , Learning & Development, Organizational Development, Change Management, Psychology, Neuropsychology