The need for training is a sign of change. The implementation of Kronos Workforce Central is a great example of that. When managing change it is easy to focus on what is changing, the effect on the organization as a whole, and how vast numbers of employees will will make the change, however without a specific focus on how the change will affect the individual, the management of change can't be completely successful. 

Change is both organizational and individual. Managers often focus on the organization when preparing for change. Why? Well, in the view of some, it is less personal. The organization won't come to you worried about what is coming up. The organization won't complain and the organization won't fall asleep in a training class. Still, it has it's place. Organizational culture, planning communication and assigning ownership are all vital to a plan for change management, however the greatest task of managing change is to reach out to the individual. 

When discussing organizational change, we often talk about buy in. I like it more as conversion.  Regardless of the terminology, organizations are looking for the deep belief from individual employees that this change is important, that it is right, and most of all, that it is good for them. It is easy for employees to hide from this change, to even show signs of disdain for it. In a lot of organizations, this is done in a non-conformist manner. "I don't agree with this, and I won't do it until they force me." This type of reaction is common in several vertical markets. So how do you focus on the individual?22 ChangeManageIndividual 01

My favorite example is training. You look at participants face to face, you answer their questions and provide a certain amount of calmness to their concerns. However, by the time training is taking place, the need for change management has passed. 

22 ChangeManageIndividual 02

The employees managing change for the organization should be communicating with employees via e mail and in person (in small group meetings) to inform them of the change that is coming. They should respect the employees by listening attentively to their questions and concerns, recording them and providing timely, complete and honest responses. Employees will sense their own importance, and be more accepting of what is coming. They will feel part of the team and understand that the success of the project will depend upon their efforts.   

Prepare, organize and communicate. Those are the catch words for your change management process. They are just as relatable to the individuals who will experience that change.

 


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