The key to successful organisational change: “Involve employees in the transition”

“Organisational change is a broad term. Hybrid working as the new norm, a CEO who restructures the organisation’s operations, an executive who is replaced or the merger of two companies are just a few examples of organisational changes. Such changes always involve emotions, which will differ for each individual. Before you implement changes, you have to be aware of this as a manager.”

“When a change results in some resistance, organisations sometimes think that time will solve everything. But behavioural change requires more than time. The right support is also essential to get everyone back on the same page. Informing employees about the change is a good starting point. But that should not be the end of the conversation. Otherwise, you might lose employees who do not support the decision or colleagues who were already doubtful about the organisation.”
 

“Change often goes hand in hand with uncertainty and stress. Employees may not be sure whether they can keep their job or might not know what impact the change will have on their position. This, in turn, leads to assumptions, which are not always consistent with reality. It is therefore important to pause and reflect when a lot is happening at a fast pace.”

“Clear communication is the ideal breeding ground for writing a positive story. As an organisation, it is essential to be transparent about every decision, especially when there are changes. What will change? And what does that mean for each employee? Be honest about potential problems, but be sure to outline short-term and long-term benefits as well. That way, you avoid employees filling them in themselves based on assumptions. Outlining the benefits will aid the change process.”

“Make sure you inform middle management about the decisions before communicating them to the entire team. After all, organisational change can only proceed smoothly when the entire management team is in alignment. In addition, it is best to fine-tune HR programmes immediately to the new way of working or situation. Think, for instance, of new evaluation systems or changing roles and responsibilities.

It is also important to be aware of psychosocial dynamics. Communicating about the changes once is often not enough. Try to involve employees in the transition. For example, create focus groups so that everyone can be heard. And include the concerns raised during the discussions. Are there particular things you cannot implement? Then be honest about this. By doing so, you’ll build a culture of trust.”
 

“Everyone deals with change in their own way. We base our behaviour on assumptions, which are subjective and personal. There’s nothing wrong with that in itself. But we must not let ourselves be misled by these assumptions. So give yourself time to see what you need to function optimally throughout the change. And talk about this constructively with your manager. Point out uncertainties and expectations, and discuss with each other how expectations can be met.”