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How employee engagement can drive buy-in for organizational changes
 

How employee engagement can drive buy-in for organizational changes

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Given May 8th, 2009 for the Ragan Corporate Communications Conference, this presentation highlights the differences between traditional corporate communications and communications associated with ...

Given May 8th, 2009 for the Ragan Corporate Communications Conference, this presentation highlights the differences between traditional corporate communications and communications associated with organizational change management.

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    How employee engagement can drive buy-in for organizational changes How employee engagement can drive buy-in for organizational changes Presentation Transcript

    • - Strategy - Enterprise Technology - Network and Infrastructure - Industry www.bcsinc.com How employee engagement can drive A national information technology and buy-in for organizational changes management consultancy delivering innovative solutions that help clients Larry A. Mathias across all industries realize their Blackwell Consulting Services business goals, while capitalizing May 8, 2009 on their current investments.
    • Agenda • What is Change Management? • What is ADKAR? • Types of Internal Communication • Type of Organizational Changes • Differences between Corporate Communication and Employee Engagement • Grapevine • Questions Ragan Corporate Communicators Conference 2009 2 www.bcsinc.com
    • What is Change Management? ―A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. The current definition of Change Management includes both organizational change management processes and individual change management models, which together are used to manage the people side of change.‖ Source: Wikipedia Ragan Corporate Communicators Conference 2009 3 www.bcsinc.com
    • Why You Should Care • Best practices show that communication is the #3 contributor to success of a change implementation. Source: Prosci, Inc. • Conversely, 92% of large change efforts fail because of leadership issues, organization (culture) issues or ―people‖ issues Source: Organizational Dynamics, Jim Markowsky Ragan Corporate Communicators Conference 2009 4 www.bcsinc.com
    • Why Change Communications Fail ―One of the biggest reasons that change efforts fail is that they start with management thinking that people will care much more than they actually do. They think that if they broadcast or communicate the benefits, people will rush to embrace the change and become champions. The fact is, people care most about what affects them personally and what they can control. Management needs to make a rational argument for change, but also an emotional appeal as well.‖ Source: Mark Shadle, President, Central Region, Edelman Ragan Corporate Communicators Conference 2009 5 www.bcsinc.com
    • Why Change Communications Fail • People want to know what the proposed change is all about and why things have to change. • People want to know how the change will be good for them personally—not just good for the company. They also want to know if they will be able to master the new skills the change requires. • People want to know the nitty-gritty implementation concerns such as system alignment, best practices, and the daily mechanics of making the change happen. Source: David Witt, Ken Blanchard Companies Ragan Corporate Communicators Conference 2009 6 www.bcsinc.com
    • Other Reasons Why Change Communications Fail • Communication is not tailored to specific audience • Companies begin communicating too late • Companies do not understand what mode of communication will be most effective during change • Companies avoid talking about outcomes (too much ―fluff‖ and not the ―future state‖) Ragan Corporate Communicators Conference 2009 7 www.bcsinc.com
    • The Shift Started in the Mid-1990s ―…15-20 years ago very few businesses had someone in the company with 'Internal Communications' in their title. Today almost all FTSE 100 firms do. And Fortune 500 too.‖ David Ferrabee, MD Change and Internal Communications Hill and Knowlton London 6 July 2006 Emphasis on internal communication spurs IABC January 26, 2009 ―…Companies and institutions have been putting increased emphasis on internal communications in recent years….‖ Ragan Corporate Communicators Conference 2009 8 www.bcsinc.com
    • Change Commitment Curve Change can be achieved … or compliance through commitment … Commitment Compliance quot;I want to do it this new wayquot; quot;I have to do it this new way” Action Reaction quot;I will act to achieve this changequot; quot;I will react to this change – If I mustquot; Testing Testing quot;I will put myself at stake for this changequot; quot;I must absorb this change” Positive perception Negative perception quot;I see the opportunity in this changequot; quot;I feel threatened by this changequot; Engagement quot;I see the implications for me/usquot; Understanding quot;I know why and what will change” Awareness quot;I am being told about somethingquot; Ragan Corporate Communicators Conference 2009 9 www.bcsinc.com
    • What is ADKAR? • ADKAR Model – Awareness of the need for change – Desire to participate and support the change – Knowledge on how to change – Ability to implement required Jeffrey M. Hiatt (2006) skills and behaviors ADKAR: A Model for – Reinforcement to sustain the Change in Business, Government and our Community change Ragan Corporate Communicators Conference 2009 10 www.bcsinc.com
    • Prosci‘s Change Management Process Phase 1 – Preparing for change Define your change management strategy Prepare your change Desired outcomes management team Awareness Develop your sponsorship model Organizational attributes Change characteristics Desire Phase 2 – Managing change Develop change management plans Knowledge Take action and implement plans Ability Phase 3 – Reinforcing change Reinforcement Collect and analyze feedback Diagnose gaps and manage resistance Source: Prosci, Inc. Implement corrective actions and celebrate successes Ragan Corporate Communicators Conference 2009 11 www.bcsinc.com
    • Managing Change Change Management ADKAR phases of Tools change Communication Awareness Sponsorship Desire Coaching Knowledge Resistance mgmt. Ability Training Reinforcement Source: Prosci, Inc. Ragan Corporate Communicators Conference 2009 12 www.bcsinc.com
    • Types of Internal Communications • Informational – Aimed solely at sharing information – No action required Ragan Corporate Communicators Conference 2009 13 www.bcsinc.com
    • Types of Internal Communications • Inspirational – Aimed at building pride in the organization – Little or no action required Ragan Corporate Communicators Conference 2009 14 www.bcsinc.com
    • Types of Internal Communications • Engaging – Aimed at driving a change in behaviors – Action required Ragan Corporate Communicators Conference 2009 15 www.bcsinc.com
    • ‗Connecting the Dots‘ (Line-of-Sight) Work by technologists throughout Allstate Protection Technology (APT) has helped produce our outstanding second quarter results. In announcing corporate earnings for the second quarter last week, Allstate Chairman, President and CEO Ed Liddy attributed net income of $1.034 billion, in part, to sophisticated underwriting and pricing technology that helps find an attractive price for customers offering high lifetime value -- technology that was developed internally by APT employees. Ragan Corporate Communicators Conference 2009 16 www.bcsinc.com
    • Where Do You Start? • Assess the impact on people – Organizational (re-org, merger, downsizing, acquisition, new products or services) – Process – Technology • Assess the significance of the change(s) – Developmental – Transitional – Transformational Ragan Corporate Communicators Conference 2009 17 www.bcsinc.com
    • Types of Organizational Changes • Developmental Change – Enhancement of current systems, processes or skills • Transitional Change – Creation / implementation of new products, services, systems, processes, policies or procedures that replace existing ones • Transformational Change – Existing state is being forced to die, while new state is still unknown; new state requires a fundamental shift in mindset, organizing principles, behavior and/or culture designed to support new business directions Source: Linda Ackerman Anderson and Dean Anderson Ragan Corporate Communicators Conference 2009 18 www.bcsinc.com
    • Symptoms of Poorly Managed Change • Negative messages • Employees lose interest • Employees leave the organization • Increased absenteeism • Unplanned obstacles • Funding disappears • Sudden shift in executive priorities Ragan Corporate Communicators Conference 2009 19 www.bcsinc.com
    • Employee Resistance • Employee resistance …is the norm, not the exception • Even when things are bad, there is a ―comfort‖ with how things are today • The goal of organizational change management is not to eliminate resistance, but to minimize the impact of the resistance Ragan Corporate Communicators Conference 2009 20 www.bcsinc.com
    • Successful Change Management Successful change management leads to: – Greater speed of adoption – Higher utilization rate – Greater proficiency Source: Prosci, Inc. Ragan Corporate Communicators Conference 2009 21 www.bcsinc.com
    • Why Do People Resist Change? • ―What‘s wrong with the way we do things now?‖ • Loss of control • Lack of trust • History of poorly managed change • Lack of clarity on expected outcomes • Threat • Fear of failure • Surprise factor • Size of the task Ragan Corporate Communicators Conference 2009 22 www.bcsinc.com
    • Change and Transition Process While change occurs externally, individuals go through transition internally in order to accept the change. Transition Future State State Current State Source: William Bridges Ragan Corporate Communicators Conference 2009 23 www.bcsinc.com
    • Communicating During Transition • People adjust to the same change in different ways and at different speeds (people transition differently) • Transition does not occur in a smooth, linear fashion • People will think first about what they have to give up • Transition is necessary for buy-in and commitment • People will be concerned that they do not have enough resources • If you take the pressure off, people will revert back to their old behaviors Ragan Corporate Communicators Conference 2009 24 www.bcsinc.com
    • Corp. Comm. vs. Employee Engagement Communication Awareness Corporate Communication Employee Engagement • Focused on informing employees • Focused on engaging employees in “what’s Focus on “what’s going on” changing” and “how it impacts me” • Viewed as [one-time] event • Viewed as a process, with various Frequency communication activities occurring as employees move along the change acceptance curve • One-to-many vehicles (blast emails, • One-to-one vehicles at multiple stages of the Vehicles companywide presentations or communications process, including face-to- videos, and newsletter articles) face meetings with managers Ragan Corporate Communicators Conference 2009 25 www.bcsinc.com
    • Corp. Comm. vs. Employee Engagement (continued) Corporate Communication Employee Engagement • Usually comes top-down, and • Encourages two-way dialogue Direction geared for one-way communications flow • Context of the message is in terms • Context of the message is in terms of the Context / individual employee’s perspective Tone of organizational view • Frequently worded to communicate • Designed to provide the opportunity for key messages in “safe” language, impacted employees to ask questions, minimizing impacts to the contemplate the message, talk to their peers organization to discuss the impacts, and then ask additional questions. • “Participatory” metrics (evidenced • “Attitudinal” metrics (focused on Measurement by attendance at a meeting, page measurable changes in specific [desired] views to an intranet page, etc.) behaviors) Ragan Corporate Communicators Conference 2009 26 www.bcsinc.com
    • Sponsor Roadmap Awareness Sponsorship Desire Knowledge Source: Prosci, Inc. Ragan Corporate Communicators Conference 2009 27 www.bcsinc.com
    • Communicators Can Support Managers Desire Coaching Knowledge Ability • Develop audience-specific Reinforcement key messages to help managers properly and appropriately cascade information to their teams Ragan Corporate Communicators Conference 2009 28 www.bcsinc.com
    • Communicators Can Support Managers Source: Prosci, Inc. – 2009 Benchmark Survey Ragan Corporate Communicators Conference 2009 29 www.bcsinc.com
    • Resistance Management Planning Desire Resistance mgmt. Source: Prosci, Inc. Ragan Corporate Communicators Conference 2009 30 www.bcsinc.com
    • Change Saturation Log • It’s been written that “the only constant is change.” Effective employee engagement is more than a one-time event that informs employees of organizational changes; it’s an ongoing process aimed at moving employees through the various phases of the change adoption curve. • In this practical session, you’ll hear how a Fortune 100 company used communications as the foundation for an enterprisewide change management initiative. Specifically, you will learn how to: • Identify the six primary differences between corporate communications and change communications Help leadership cultivate coalitions and partnerships to overcome barriers between departments and organizational silos Develop coaching strategies that help managers properly and appropriately cascade information to their teams Recognize risks associated with change saturation and overload Create a program that uses “informal” leaders at the grass-roots level to help eliminate gossip and misinformation Don’t miss this opportunity to obtain real-world ideas for engaging employees and mitigating the risks associated with most change initiatives. • Employee communications is just PR to an internal audience Ragan Corporate Communicators Conference 2009 31 www.bcsinc.com
    • How Do We Informally Solicit Feedback and Communicate Concerns? Source: IABC Ragan Corporate Communicators Conference 2009 32 www.bcsinc.com
    • Credibility of Source Matters Source: Prosci, Inc. Ragan Corporate Communicators Conference 2009 33 www.bcsinc.com
    • Controlling the Rumor Mill Before it Destroys Your Effort! Source: Dr. TJ Larkin and Sandar Larkin Ragan Corporate Communicators Conference 2009 34 www.bcsinc.com
    • Grapevine Kicks Into Gear Conditions when you can expect the rumor mill to kick into high gear: 1. When there is a lack of formal communication 2. When the situation is ambiguous or uncertain 3. When employees feel threatened, insecure, and highly stressed 4. When there is an impending large-scale change 5. When the subject matter is of importance to associates Ragan Corporate Communicators Conference 2009 35 www.bcsinc.com
    • Change Agent Network • Employee Participation – Selected by either manager submission or volunteer application • Characteristics 1. Ability to convey information and engage peers in communication and change management efforts Trustworthy, open, honest (seen as reliable, credible and a ―go to‖ 2. person) 3. Commitment to participate and see tasks to completion 4. Excellent observation and analysis skills 5. Risk taker, good judgment, ability to move forward even when there is ambiguity 6. Enthusiastic, able to establish and maintain momentum 7. Ability to positively influence peers 8. Collaborative - capable of working with diverse groups of people to bring them together Ragan Corporate Communicators Conference 2009 36 www.bcsinc.com
    • Change Agent Expectations One-year commitment to: – Communicate key messages to peers – Encourage and support others throughout the implementation of new policies and processes – Seek out feedback from others; listen and dispel rumors – Gauge individual feelings and reactions – Raise issues early so that the issues can be resolved before they affect the successful implementation of new initiatives – Brainstorm solutions and recommendations – Participate in Change Agent meetings and follow-up activities Ragan Corporate Communicators Conference 2009 37 www.bcsinc.com
    • Helping Coworkers Through Change 1. DO demonstrate your own passionate commitment to the change. 2. DO demonstrate your unwavering commitment to your people. 3. DO give a mighty sense of purpose. 4. DO give the power to succeed. 5. DO give people a sense of connectedness. 6. DO give people meaningful rewards ... especially during changing times. Source: ©Dr. Alan R. Zimmerman www.DrZimmerman.com Ragan Corporate Communicators Conference 2009 38 www.bcsinc.com
    • Resources by Jeffrey M. Hiatt by Dean Anderson and by William Bridges by John P. Kotter Linda Ackerman Anderson www.change- www.wmbridges.com/ www.johnkotter.com/ management.com/ www.beingfirst.com/ Ragan Corporate Communicators Conference 2009 39 www.bcsinc.com
    • Questions? Ragan Corporate Communicators Conference 2009 40 www.bcsinc.com
    • Larry A. Mathias Consultant - Strategy - Enterprise Technology - Network and Infrastructure - Industry larrymathias@comcast.net Bloomington, IL - Cincinnati, OH - Chicago, IL - Miami, FL - Washington, DC HQ - 100 South Wacker Drive, Suite 800 Chicago, Illinois 60606 ph 312.553.0730 Ragan Corporate Communicators Conference 2009 41 www.bcsinc.com