from the case below discuss limitations and recommendations for the future using evidence and note limitations

A qualitative research approach was employed, utilizing semi$-$structured interviews with five HR professionals working at Stelpro. The participants included Dominic England $-$Training and Development Manager, Marie$-$France Rochon $-$Director of Human Resources, St$$phanie Camirand $-$Head of Human Resources & Manufacturing Division, William Tardif $-$Director of Customer Experience, and Patrick Charest $-$Vice President of Sales, Marketing and Business Development. This allowed for capturing diverse, relevant perspectives and experiences. One$-$on$-$one interviews lasting approximately $45-60$ minutes were conducted, guided by an open$-$ended interview protocol that covered topics such as HR roles, challenges, talent management, employee engagement, diversity and inclusion practices, and technology's impact. With participants' consent, interviews were audio$-$recorded for accurate transcription and analysis. Furthermore, ethical principles were upheld by providing consent forms outlining the study's purpose, voluntary participation, and confidentiality measures, with signed forms included in the Appendix. Participants were informed the professor may randomly contact them to verify the research process. The qualitative data underwent thematic analysis, involving verbatim professional transcription, deductive and inductive coding of transcripts, an iterative process of refining and merging codes, and constant comparative methods to identify patterns. Coded data was synthesized into broader themes capturing participants' perspectives, further analyzed in relation to research questions and literature. Measures like triangulation, peer debriefing, and member checking enhanced credibility and trustworthiness. Full interview transcripts and validated survey items are provided in the Appendix.

The purpose was to determine if the presence of change agents would help Stelpro implement its new operational system. The findings indicate that change agents would be useful for the transition to the new system. First, the findings indicate that Stelpro is constantly changing and evolving. This is reflected in their organizational culture, as they promote change and innovation. This demonstrates that change agents would be valuable in order to ensure that the changes are integrated effectively and efficiently. Next, the findings show that the new process is very complex and difficult to learn and may discourage the employees. Furthermore, the transition to the new process may be more difficult for the employees who were not involved in the decision$-$making process for this new system. This illustrates that a change agent will be useful in encouraging the employees by guiding them through the change process, promoting the value of the new system, and explaining the reasoning behind it$.$ Finally, the major challenges with implementing the new process are planning enough training time, coordinating between teams, planning the implementation procedure, and keeping track of the progress. These challenges can be mitigated by having change agents plan and manage the change process. In addition, they can ease communication between all parties and help the employees who have a negative attitude towards change. This will ensure that the new process will be implemented successfully without disrupting the operations of the organization.