For most businesses, change management is the new normal. The average company has already undergone as many as five large changes in the last three years, according to global data from Gartner. In some cases, this involves adapting processes, strategy, technology, culture or goals to reflect changing market or economic conditions or in response to a crisis.
While most, if not all, employers are hoping their transformations will take hold, the success of change management strategies — and employees’ enthusiasm for change — are not always guaranteed. Only one-third of change initiatives are considered a success and as many as half fail outright, Gartner notes.
With three-quarters of businesses expecting to undergo major change in the next three years, having your team on board as enthusiastic partners to change management strategies can help encourage a positive outcome.
Why do change management initiatives fail?
According to the Society for Human Resource Management, a breakdown between management and employees, staff turnover, and unrealistic training timelines are a few reasons why change management strategies struggle with success.
However, one of the main reasons initiatives aren’t successful is employees’ resistance to change.
As David A. Shore, an instructor of two Harvard Professional Development Programs focused on strategies for leading change, tells the Harvard Division of Continuing Education, “when change initiatives fail (and they do so more often than not) they rarely fail on technical skills (hard skills), they fail on the people skills.”
“A point of distinction between managing change and project management is that the former has as a cornerstone leading human capital (people) in a way that facilitates the intended outcome. If you can’t change your people, you can’t change anything," he explains.
When change is imminent, involving your team in the process — both in terms of understanding why transformation is happening and seeking their input — can help create a smoother transition. It may also boost collaboration and a sense of empowerment and inclusivity within your workforce.
Here are a few ways to ensure your employees are playing a key role in the change management process:
Seek understanding and buy-in
For teams to come around to—and participate in—change, they first need a solid understanding of why it is necessary.
According to the Harvard Business School, the first step to overcoming employee resistance to change is ensuring team members understand the underlying reasons why change is taking place.
By drawing attention to challenges within the organization, leaders can help employees recognize the need for change and remove resistance to it at later stages.
Based on the findings of a change management simulation with thousands of leaders and stakeholders, one business consultant notes that empowering your workforce to effect change requires establishing meaning.
For many, this will mean inspiring them to make a greater commitment to change via an emotional connection. For example, emphasizing how the business transformation might improve the workplace, customers’ lives or the greater good.
Communicate from the get-go
No matter the model an organization turns to for change management—and there are several to choose from—employees should be kept in the loop about planned changes and how new processes will affect or change their role and the workplace.
As Gallup found in its U.S. Work Experience Communication Survey, employees who strongly agree that their company’s leaders “help them see how changes made today will affect their organization in the future” were less likely to feel stressed or burned out at work. They were more likely to feel engaged and to know what was expected of them in the workplace.
The best way forward, Gallup notes, is to communicate the overall strategy with respect to the change, but then break it down into smaller, more manageable sections. That way, employees can focus on or seek more assistance with, one element of change or milestone at a time.
Solicit employee input and involvement
In addition to inspiring employees to share and understand your vision for change, involving them in the process is also key to better outcomes. Those affected by change should be included early in the planning stage, says the Canadian Medical Association.
As opposed to a top-down approach, where managers and leaders are developing and setting plans for change in motion and letting their workforce know after decisions have been made, Gartner notes that a workforce-led change management strategy may lead to greater success.
With an open-source approach to change management, employees are involved with leadership in decision-making, plans for how to best implement the changes in the workplace as well as two-way discussion about the changes.
“An open-source approach provides employees with a more human deal by actively engaging them in change initiatives,” explains Cian Ó Móráin, Director, Research at Gartner.
As part of his Eight Step Model of Change, Harvard Business School professor and change expert John Kotter also outlines the importance of workforce involvement.
This includes forming a ‘guiding coalition’ of employees from across the organization to help implement and lead changes. He also advocates the creation of a “volunteer army” within your workforce to help move these changes forward.
With many companies set to deploy change management strategies in the next few years, bringing employees into the process may increase the likelihood that new initiatives will succeed. Team involvement in transformation will also increase workforce collaboration, commitment and connection.
By understanding why change is happening and engaging employees directly in the planning process, you may be on your way to a better change management experience.
