How HR Can Stay Agile with People Technology

In a fast-changing and often unpredictable business landscape, it’s vital that HR remains agile so that they can be enablers of change within their organisation. Digital transformation, the pandemic, economic uncertainty, and new ways of working are just some of the challenges HR has faced in recent years, so it’s more important than ever that HR leads the way in embracing and adapting to change.

In the CIPD’s People Profession 2023 report, the institute’s chief executive Peter Cheese said that HR plays a pivotal role in driving change, and that “people professionals are learning, innovating, and adapting quicker than ever, and understand the benefits and risks for both employees and organisations alike when driving changes forward”.

A strategy for change

The HR profession has indeed proven itself to be ever evolving, playing an increasingly strategic role within organisations, which is why an effective change management strategy, as well as adaptable HR technology, is key to ensuring HR stays agile in the long term.

“A well-structured change management strategy is crucial for HR leaders in organisations striving to become more agile,” comments Louise Bhatia, chief operations officer at Silver Cloud HR. “As businesses grow and evolve, HR is often at the forefront of managing change, whether it’s integrating new technology, adapting to regulatory shifts, or restructuring teams to support business expansion. Without a clear strategy, change efforts can lead to confusion, disengagement, and operational inefficiencies.”

A good change management strategy will therefore enable HR to create and implement change, and ensure it is successful long-term.

“A robust change management strategy is essential in today’s fast-paced environment,” adds Sarah Prendergast, HRIS project analyst at ReThink HR. “Change is constant, especially with rapid technological advancements. Businesses that can adapt quickly and efficiently to changes in an agile way, with defined change management strategies, will help to ensure smooth transitions, minimise disruptions, and foster cultural adoption.”

Jess Munday, co-founder and people & culture manager at Custom Neon, says: “Adopting a change management strategy helps HR leaders to become more agile by minimising resistance, because change can be daunting for everyone involved -especially in an established team. Teams will also be more open to changes in future, if change has been managed well in the past.”

However, many studies over the years have shown that organisational change initiatives are more likely to fail than succeed, so having well-defined strategies in place before any change is implemented is vital.

“Engaging employees early through clear communication and setting expectations helps to minimise resistance,” advises Louise Bhatia. “Aligning HR initiatives with business goals ensures workforce changes support broader strategic objectives. Providing structured training and support helps employees adapt to new processes or systems without disrupting productivity. And proactively identifying potential risks, such as skill gaps or cultural resistance, allows HR to address challenges before they become major obstacles.”

Measuring progress and adjusting the approach based on data-driven insights ensures the change strategy remains effective and relevant, she adds. “Also, by embedding change management into daily HR operations, leaders can foster a culture of adaptability and continuous improvement, ensuring the organisation remains resilient and responsive to both internal and external challenges.”

Change management models

There are a few, commonly used change management models to help organisations effectively implement and manage change, as well as support employees through the process. These include, for example, the ADKAR model, an acronym for Awareness, Desire, Knowledge, Ability and Reinforcement – which are, according to this model, the five outcomes that need to be achieved for successful change; the McKinsey 7-S framework, first introduced in the 1970s and still being used as a popular change model today, which comprises of seven interrelated factors that can influence an organisation’s ability to change; and Kotter’s 8-step theory, developed by Harvard Business School professor Dr John Kotter, which outlines the eight steps for leading change.

“A robust change management model will focus on encouraging employee feedback and mitigating risk,” says Liz Sebag‑Montefiore, director and co-founder of 10Eighty. “HR employees need to provide training to equip employees with needed skills and knowledge and focus on continuous improvement strategies that build resilience and adaptability as a foundation for future growth.”

Learn more about HR’s Role in Change Management: How to Succeed

HR tech supports change

With so many responsibilities resting with HR, people technology can be invaluable for managing the workload and complexities around change management, as it can streamline processes and reduce administrative burdens. The tech itself can be leveraged in several ways.

“Company-wide news or targeted communications can be published via HR systems,” comments Sarah Prendergast. “Some HR tech can track engagement and, if required, report on it for compliance purposes. Also, training content can be hosted and managed within HR tech. Some vendors provide this within their platform, or integrations can be built into standalone Learning Management Systems.”

Louise Bhatia adds: “Scalable and customisable systems enable HR to respond swiftly to evolving needs, automate routine tasks, and gain real-time insights into workforce trends, allowing them to focus on strategic initiatives that drive business growth and employee satisfaction.”

Internal and external change

Technology can also help HR – and the wider organisation – adapt and respond to internal growth, as well as external change. For example, internally, HR systems can streamline processes such as onboarding and training.

In terms of external challenges, such as changes in the regulatory or social landscape, Sarah Prendergast says: “Automated compliance tools keep track of legal requirements and ensure the organisation adheres to new regulations. Social and market trends can be monitored through analytics, allowing HR to proactively address potential impacts on the workforce.”

As the organisation scales, adds Louise Bhatia, HR teams must balance strategic initiatives with operational demands – and a modern HR system gives them the flexibility and insights needed to stay ahead of evolving requirements.

“More importantly, the HR system serves as the foundation of the strategic people plan – making sure that HR initiatives are aligned with business goals and can be executed effectively at scale. By centralising key people data, the HR system provides real-time insights that help HR teams make informed decisions about talent acquisition, succession planning, and employee retention strategies. As regulatory and social landscapes evolve, an agile HR system helps ensure policies are kept up-to-date and consistently applied, mitigating compliance risks and fostering a culture of transparency.”

Advocating for change within an organisation is a challenge HR knows all too well and gaining C-Suite buy-in for a new HR solution can be a strenuous process if leadership aren’t on the same page. Download our free, comprehensive whitepaper where we utilise expert insight and in-depth research to explore how HR can get leadership onboard and ensure implementation success.