When you have a change in workplace organisation, you could be affecting your employees more than you think. Is someone getting promoted? Are there new branches within the organisational hierarchy?
These and other changes need to be addressed delicately, whether from a human resources perspective or a psychological one. Change management is defined as the discipline and methodologies needed to help organisations successfully transition.
Develop a Formal Approach
Are these upcoming changes aligned with the organisational mission and vision? Are employees at different levels ready to accept them?
Ensure that the change management process is built based on a problem-solving approach that can be easily understood by everyone within the organisation.
If you are going to be announcing the changes over your organisation’s intranet, can you check that everyone has read the announcement? Be sure to gather feedback about this formal announcement, as well.
Start at the Top
While the organisational changes will impact everyone, these changes should still be reflected within the top levels first. Nobody likes changes, but with the leadership taking charge and getting familiar with the changes first, they can guide and counsel the other employees later.
Areas of concern about the changes need to be addressed, whether it is by a C-level in the organisation or the new trainee wondering how the change would impact their job scope and workflow.
If there is any resistance or difficulties accepting the changes, this stage is where such concerns will be voiced. Make it clear that their opinions and involvement are welcomed now for a more harmonious workplace environment later.
Be Truthful and Transparent
Sugar-coating the truth will not get the organisation far. Is there a need for company downsizing or something else as just as major that might not receive a positive response from your employees?
Tell it like it is. Articulate the truth about what is going on and why these changes are needed. Show that your workplace has a viable future with good leadership to match that can help you go further. Finally, address what you need to do to get there.
While you don’t have to be tactless, clearly articulating these facts will help gain your employees’ trust simply because you are not trying to hide realities.
As a leader, push towards the discussed changes. Without someone to continuously show employees that they are going in the right direction, the changes could be delayed – not the best sign!
By creating ownership of these changes, you are creating a sense of urgency. While it might not be immediately obvious, this could inspire your employees to go along with the change, as well.
Be sure to vocalise the intended changes clearly throughout the entire project. More often than not, the change leaders think that their employees are clear on their new directions just as much as they are, but that’s often not the case.
While the process of clearing doubts and misunderstandings may be redundant and often a long process, it is crucial to ensure that everyone in the organisation is on board with the new direction.
Expect the Unexpected
It can be difficult to expect everything that is going to happen when changes occur. There could be huge disagreements on the issue leading to the worst possible outcomes, or it could go breezily.
Frequently reassess the situation through the input you have received about the changes as you go, and amend the plan where there are needs to do so.
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