Columbine how to use strategic internal communications to help employees embrace change dhc_internal_commconf_2012.Presentation Transcript
SUCCESSFUL CHANGE MANAGEMENTHow to use Strategic Internal Communications to Help Employees Embrace Change All copyrights reserved
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR ORGANISATIONS TODAY?
The Rationale for Change Management • Change is constant yet often unpredictable. • Re-organisational change/s occur on average every 2 years. • People are less committed to a company than previous generations (change jobs every 3-5 years). • Management does not mitigate personnel risk of change. • People don’t have much say, are not heard and their issues are ineffectively addressed, or at all. • How individuals relate to values, culture and brand of a company is often misunderstood. • Effective leadership and management is lacking to align people with mission, vision and strategic objectives of a company. • Communications is still largely regarded as a non-strategic and purely operational function. • Employees are not sufficiently aware and part of the change/s.
Prosci Change Management Triangle Leadership/sponsorship Projects meet objectives Projects finish on time and on budget Return on investment realised Project Management Change Management
People are the key • Organisations are created by people not by profit. • People make business happen not products or services alone. • People are the core of organisations and should be their most valuable assets. • People are the guardians of a company’s brand proposition and reputation. • People are key to the sustainability of business. • People are integral to achieving competitive advantage. Yet how many companies truly realise this? The reality is… very few. The #1 obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change.
Identifying Change and Communication Effectiveness
Identifying Change and Communication Effectiveness
WHY IS COMMUNICATION SO CRITICAL TO CHANGE MANAGEMENT?
Our Philosophy “In today’s fast-paced constantly changing and increasingly competitive business world, communication is the critical enabler to engage, manage and lead people in organisations to increase productivity, improve performance and deliver better results that achieve business sustainability.”
To be effective Change Management andCommunication must • Provide clear direction to navigate complexity. • Inform, involve, and empower employees. • Foster teamwork and collaboration. • Strengthen the Employee Value Proposition (EVP). • Achieve employee engagement. • Create a shared experience. • Establish a sense of ownership. • Equip leaders and managers with tools and skills to be effective facilitators of change. • Increase performance to deliver results. • Improve bottom line ROI. • Must be sustainable to be effective!
What happens during change? Blocking and resistance New Focus on obstacles motivation Magnify problems Some positive viewREACTION of future Irritation Aggressiveness Depression Change in attitudes Do or die situation Looking ahead Denial phase Reaction phase Adaptation phase Reorientation phase TIME The Classic Change Curve
What happens during change? Executive management Middle management Operational level Administrative &REACTION React more support level decisively, reasonably & React + certainty but responsibly & non-commitment & React + un- self-vested decisions certainty, React + uncertainty, passive insecurity & active resistance & resistance, low low motivation productivity Everyone reacts - but not simultaneously and not in the same way TIME Different reaction to change at different levels of organisation
What happens as a result of Change? NEGATIVE POSITIVE Insecurity and fear Greater clarity Lack of direction Some direction Less trust in leadership New relationships Low morale Cultural and climatic change Low productivity New motivation Absenteeism Increased capacity Retrenchment Diversity Resignations Solid core* Loss of talent and capacity New opportunities Labour action More robust team
The Role of Communication during Major Change • Involved from the outset with a clear mandate. • Partnership and change management. • Integration of communication with other activities. • Change communication strategy and plan to guide entire process. • Leadership and management co-operation and endorsement. • Management is visible, approachable open and spokes persons are trained on key messages. • Introduce dialogue as early as possible and follow up with action. • Information simple, clear, factual, honest, consistent, regular, timely. • Use communication channels and media appropriately. • Co-operate with external stakeholders: press, labour, government, industry. • Give regular feedback and show progress of change/s. • Constantly monitor communication to identify progression and corrective action.
Critical success factors for Communication in Change
Critical success factors for Communication in Change
Communication during change Advise outcomes Simple and clear ‘why, of change and what, when and how’ celebrate achievements Verbal and written Initiate dialogREACTION Tell success stories Repeat why, what, when and how Confirm changes + Obtain feedback positive responses Continue dialog Continue to obtain feedback Denial phase Reaction phase Adaptation phase Reorientation phase TIME Different communication needed at different stages what, why, who, how, where and when
Critical success factors for Communication in ChangeInvolving and engaging employees • Understand how people respond. • TELL PEOPLE WHAT IS GOING ON!!! • Give people an opportunity to voice their concerns. • Listen and respect people’s concerns and emotions. • Respond to the WIFM on a human level. • Empower employees to make decisions. • Encourage employees’ participation. • Enable employees to be creative and innovative. • Allow employees ownership of their change process • Tie in with values, culture and brand. • Recognise employee’s contribution. • Celebrate achievements.
Addressing Resistance to Change Resistance is a common reaction to change. • Many factors and reasons behind why employees resist change. • May not relate to the change itself. • May manifest in negative behaviour and damaging action. • Communication is an enabler to address resistance but can not solve the cause! • Face to face coaching • Mentoring • Group dialogue • LISTEN, LISTEN, LISTEN • Place the employee at the centre of the solution, empower.
Involve Employees through Communication toAchieve Engagement • Enquire and elicit input and feedback from employees • Inform, invite contribution from staff to make a difference • To reach employees on three levels: cognitive (think), emotive (feel), behavioural (act) • Win hearts and minds… and hands of organisation • Alignment to business objectives • Achieve long term benefit versus short-term gain • Positive impact on organisational culture • Ripple effect to impact external stakeholder interactions • Improve brand position, competitiveness, sales. • Manage reputation and brand proposition. • Realise business benefit in ROI – 3 x bottom line.
Identify and address employee concerns• Appreciative enquiry• Storytelling• Message Maps• Journey Visioning• Action Teams• Critical Conversations• Conversational Leadership• Symbology• Social Media
Build Trust • Executive leaders – advocate and demonstrate (“show the way”) • Opinion leaders in the business - influence • Senior managers – catalyse the business proposition • Line managers – make it real and relevant • Human Capital Development – drive • HR specialists – implement and manage • Communication specialists – facilitate and support • Mentors and coaches - empower • All employees – endorse and deliver Communication can no longer be hierarchical, but must integrated into organisational environment and existing structures to be effective.
An integrated and aligned brand approach • Align the change progression with the brand proposition = relate back to the business and corporate positioning. • Understand what matters to employees. • Respond to their values and beliefs. • Build a people centred EVP. • Develop key themes and messages around this. • Involve employees in this process. • Use visual iconography to depict the brand. • Use photographs and video clips with authentic content. • Use symbolism to reflect the brand. • Demonstrate brand recognition in action (leaders, managers). • Recognise and reward brand fulfillment. • Applaud achievements • Celebrate successes.
Creating a Change Communication programme • Establish an individual identity for change project to align with brand • Create a logo and avatar (dynamic icon)e.g. symbol that evolves with change. • Create a specific site/page on intranet and up-date regularly • Change newsletter & dedicated sections in general internal comms • Create a roadmap & work aids that tell parts of the change story • Establish/strengthen brand affinity programme. • Create & leverage employee suggestion scheme for feedback. • Create a platform for employee originated communication. • Performance achievement awards • Values and culture recognition incentives • Corporate governance and empowerment awards • Team building and social activities.
Communication Role Players • Executives • Senior managers • Middle/ line managers • Supervisors • Change Agent Network • Coaches • Facilitators / trainers • HR specialists • Communication • Mentors and coaches • All employees
Message Management • Themes • Key messages • Timing • Content • Context • Adapted for each stakeholder group • Modified for each target audience • Track, monitor response and obtain feedback • Measure and gauge effectiveness. • Identify concerns, issues, develop appropriate timely response. • Determine corrective actions.
Traditional Communication Channels • E-mail • SMS • Intranet • Electronic screens • TV • Notice boards • Newsletters • Memos/letters • Tabloids • Pamphlets • Banners • Competitions • Feedback and incentive schemes • Grapevine
Traditional Communication Methods … no longerwork • We are bombarded with emails on a daily basis. • We delete a minimum of 25% of our emails without reading them The risks are: • They are not read, i.e. deleted without being read • Not read on time • Information may be received after the fact. • Not responded to on time • Incorrect or no response action taken. • Cost in time and resources. • Creates lack of awareness and misunderstanding • Could result in unnecessary issues .
New Communication Methods to Communicate with andEngage Employees Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey
New Communication Methods to SupportChange Management Use of social media and social media tools is on the rise: Linked In, Facebook, Twitter, My Space, Yammer, Flickr microblogs, RSS, Wikis, polls, podcasting, meet ups • Online chat forums and discussion boards • Online face to face virtual communication via SKYPE and video casts • SMS • Corporate: Net Communicator
Sustaining the change Real ‘buy’ in & stay vs. go New motivation decision Questions:REACTION Do I share the same values? Do I really want to stay? Employees observe management behaviour to assess words = action TIME Reorientation phase Post-change phase Evaluation & commitment + buy in POST CHANGE REACTIONS
Maintaining Communication Involve the person in meaningful work and Positive affirmation career path – messages demonstrate the Engage and dialogue benefitsREACTION Line management time Recognise, reward and celebrate the individual To listen, identify and respond to concerns, issues, commitment to address these in time TIME Reorientation phase Post-change phase Evaluation & commitment, buy in POST CHANGE REACTIONS
Who We Are • Specialist corporate communication consultancy focussing on internal and employee communication. • Network of associated consultants. • Broad base of knowledge, skills and experience. • Pool of resources across communication disciplines. • Expertise in leadership, management consulting, organisational development, change management, human resources, coaching, mentoring, and communication. • Level 4 BBBEE accredited company.
What We Do • Assist leaders to engage employees to share corporate vision and mission. • Enable senior managers to elicit feedback from employees. • Empower line managers to obtain support from teams. • Inspire employees to develop passion and purpose. • Enhance innovation and continuous improvement. • Motivate employees to boost morale, increase productivity and performance. • Involve employees to improve their value proposition.
(t) + 27 (0) 11 880 8137 (f) + 27 (0) 11 880 8138 (m) + 27 (0) 84 880 8138 (e)firstname.lastname@example.org www.columbine.co.zaWe work with leading companies to enhance communication between people inorganisations to enable employee engagement that motivates staff, increases productivity, and drives performance to deliver better results and achieve business sustainability.