Navigating organisational change is a complex process, and HR plays a critical role in leading and managing this transformation. At PPS (South Africa), this role is central to ensuring smooth and effective change that aligns with the company’s overall strategy. As PPS continues to evolve, particularly through its focus on mutuality and sustainability, HR is uniquely positioned to facilitate proactive planning, reduce resistance, and prepare the organisation for both current and future transformations. Whether the change management function is housed within HR, the project management office, or directly linked to the strategy team, strong connections to long-term organisational goals are essential for success.
One of the most important factors in the success of change initiatives at PPS has been employee involvement. Change is much more likely to succeed when employees feel included and empowered. At PPS, engaging employees early in the process and allowing them to co-create solutions has reduced resistance and fostered a sense of ownership. This collaborative approach ensures that employees are not merely expected to adopt changes handed down to them, but are integral partners in shaping new systems, processes, and ways of working.
Change is constant and unavoidable, and it often provokes resistance. This resistance is a natural response to the uncertainty and disruption that change can bring. However, at PPS, this resistance is viewed as an opportunity to listen, learn, and grow. HR has played a critical role in addressing resistance through empathy and inclusion, ensuring that employees understand the personal and organisational benefits of change. When employees are treated as active participants in the change process and understand what’s in it for them, their resistance often decreases, and their commitment to the transformation increases.
There are two main approaches to managing change within organisations like PPS. The first is to manage resistance as it arises. This involves expecting employees to push back and developing strategies to minimise resistance. However, a more forward-thinking approach is to build a change-ready organisation. Rather than focusing on overcoming resistance, this method centres on preparing employees for change from the outset. PPS has found success by empowering its employees with the tools and mindset needed to embrace change, thereby reducing the need for constant management of resistance. In this approach, resistance is viewed as a natural and valuable part of the change process, offering insights into employee concerns and providing opportunities for further engagement.
Throughout its recent transformations, PPS has faced both technical and people-related challenges. On the technical side, issues such as unclear business requirements, miscommunication between business and IT teams, and resource constraints have the potential to delay or disrupt projects. Employees may also struggle to adopt new technologies if their needs and feedback are not considered during the design phase. On the people side, challenges often arise from a lack of understanding about the depth of the change management process. At PPS, change management is seen as much more than simply communicating new initiatives; it involves strategic planning, stakeholder engagement, training, and ongoing support to ensure a smooth transition.
HR at PPS is ideally suited to address both technical and people-related challenges during organisational change. By maintaining strong relationships across the organisation, HR professionals act as connectors between business stakeholders, employees, and technical teams. This ability to facilitate clear communication and align expectations has been vital in ensuring that employees feel informed and involved in the change process. When HR is actively involved from the beginning, change management becomes more cohesive and structured, which has led to more successful outcomes at PPS.
A key strategy at PPS has been building organisational readiness for change. HR has worked to foster a culture where change is expected and embraced, not resisted. By preparing employees through open communication, psychological safety, and a focus on innovation and adaptability, the organisation has been able to build a foundation of resilience and openness. PPS has also implemented structured change management frameworks, which ensure that employees are equipped with the tools and knowledge they need to thrive in a constantly changing environment.
Measuring the impact of change is another critical function of HR at PPS. Through setting clear goals, tracking progress, and analysing data, HR ensures that change initiatives are not only implemented but also drive measurable improvements across the organisation. By aligning change management with the company’s broader strategic objectives, PPS is able to continuously refine its approach to ensure long-term success.
Resistance to change often stems from feelings of exclusion or overwhelm. PPS has addressed this by involving employees from the outset of any major change. When employees feel that they are part of the decision-making process, they are far more likely to embrace the change. HR has played a crucial role in creating an inclusive and empathetic culture, where resistance is not seen as a roadblock, but as a valuable part of the process. This approach has led to higher levels of employee engagement and smoother transitions during periods of organisational transformation.
HR’s role in driving organisational change at PPS has been fundamental to its success. By fostering a culture of adaptability, creating open lines of communication, and developing training programs that equip employees for the future, HR has significantly improved the likelihood of successful change. Additionally, HR’s focus on measuring the impact of these initiatives has ensured that the organisation’s strategic goals are met, and that change leads to tangible improvements.
