Measuring company performance accurately can assist firms in enhancing their processes, assessing the effectiveness of their plans, and identifying potential dangers. There are numerous ways for firms to evaluate their success (Thakur & Mangla, 2019). A few examples of tools that can be used include; balance scorecards, key performance indicators, analytical reports (which may or may not be available, depending on the type of change and the capabilities of the systems in place), as well as employee forums. Businesses can better maintain their viability and adaptability if they have a better awareness of the most effective tactics and tools for providing actionable performance summaries as well as for developing insights (Thakur & Mangla, 2019). Businesses can assess their performance through metrics that examine several aspects of their operations. For instance, among the key performance indicators (KPIs) that businesses could track include; customer retention rates, operational margins, failure rates, costs per lead, conversion rates, and acquisition costs.

A major trend for the future is “internal change,” as identified by the Chartered Institute of Personnel and Development (CIPD) in their study People Profession 2030: a collective assessment of future trends (2020). Customers, shifting demographics, a dynamic marketplace, regulations, and, technological advancements, are just a few of the many external reasons that compel organizations to adapt (Stone et al., 2020). Human resources should be consulted whenever a plan for change is being considered so that any resulting holes may be filled and sound advice can be provided concerning specific government legislation and employment law as well as impact on employees. During times of transition, it is essential for businesses to keep the wheels turning while simultaneously exploring new possibilities for growth and development (Stone et al., 2020). To ensure the desired outcome is reached, it is crucial to monitor progress and results as a result of implementing a new system or procedure. This is crucial because it reveals strengths, gaps, and potential weaknesses (Stone et al., 2020). Several models and theories have been developed to aid in the process of implementing change, including as Lewin’s Freeze Phases, the Prosci ADKAR model, and Kotter’s eight-step plan for change management.

Lewin’s three-step model of change;

Kurt Lewin, a social psychologist, developed the all-encompassing Change Management Model to shed light on the dynamics of change and the necessary processes for implementing transformations with minimal upheaval (Bamberg &Schulte, 2018). The process is broken down into three distinct phases: unfreezing, , adapting to new circumstances, and freezing again.

Unfreezing- In this phase, a person has everything they need to be ready and willing to make a change (Bamberg &Schulte, 2018). They are “unfreezing” when they are in a state of ambivalence, when they cannot commit to anything nor are they certain about anything. This category includes tasks like researching the issue at hand and requesting management’s blessing on a proposed solution. As the Covid epidemic spread, my employer required us to switch to a remote workforce in order to comply with regulatory regulations.

During the second stage, People in the group actively work to make things better. Because of this, you’ll need to make a change in your living situation or way of life. People face a wide range of resistance to change, from mild discomfort to extreme dread. Employees would be more resistant during this phase if they believed they stood to lose a lot by changing their routines (Burnes, 2020). Having never used remote workers before, this phase of transformation was difficult, marked by a decrease in production and a strain on employees’ mental health as they struggled to adjust to working in new ways.

As the process reaches its conclusion People have the ability to refreeze into new forms. The metamorphosis is complete when they accept themselves as they have become and acknowledge that the work required was worthwhile. Taking positive action raises morale and increases workers’ commitment to their jobs (Bamberg &Schulte, 2018). To make the adaptation to the new normal smooth and effective, the human resources team worked hand in hand with the line managers and employees

Encouraging open and frequent communication by facilitating frequent meetings, they also provided employee training to help them better manage their available time and resources in making themselves productive, encouraging frequent meetings to ensure smooth communication, and providing employees with the tools they needed, including computers and internet access at no cost to them.