Individual change: Daisy was frustrated in the kind of tactics that were being planned by Elsie. She creates a team of recruiters that are in charge of quickly recruiting the prospects, as opposed to using external agents to handle the entire hiring process. Daisy organised a series of brainstorming meetings with operational managers who needed people, as well as internal and external recruiters at various levels. Daisy's initiatives in this example demonstrate how she has changed herself.
Team change: Daisy divided the hiring procedure into the following phases: identifying prospects, document gathering, initial reviews, interviewing, background and reference checks, offer distribution, and the holding period before the new hire can begin. She chose the ideal time frame for each stage after consulting the team and heavily drawing on the external recruiter's expertise. A project team was formed with an operations manager (Mike), an internal recruiter (Abdel), and an external recruiter (Marissa). They were asked to record the actual timeline for each candidate during the recruitment process, and they all agreed and were eager to try it out. The group got to work on the strategies, which helped to reduce the amount of time needed. Organizational change: The recruitment process took 50 days instead of the 80 days that the team had previously taken after putting the methods that Daisy and her team had set into action. This indicates the company's organisational transformation.
Daisy must have discovered through her experience as a change agent that while some people are absolutely in favour of change and would accept it if it were to occur, others are utterly opposed to it and would never support it. She might have discovered how to deal with opposition to change and what plans need be made for it in order to successfully implement the change. She could have improved buy-in and institutionalised the quicker hiring process by incorporating all of the staff in the change process and giving training to all of the important stakeholders about why the change is necessary.She needs to explain to the stakeholders in the organisation the benefits and drawbacks of the move. As a result, the organization's diverse stakeholders would be more likely to accept the change.
An internal change agent is typically a team member who is knowledgeable about organisation development, behavioural sciences, and human intervention. The fact that internal change agents are aware of the organization's history of change initiatives and social politics is noteworthy in this case. They will work assiduously to build strong connections to strengthen attitudes and cultural views towards change - even after the implementation process is complete. To assist their project, organisations must choose external change agents if they don't have an inside employee with the necessary expertise. Although external change agents offer a different viewpoint, their presence can endanger the current workforce, and their hiring can add a significant cost to long change initiatives.
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