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INSIGHTS / HUMAN RESOURCES / ARTICLE
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Hidden Comment
November 28, 2022
Hidden Comment
Contributor: Jordan Turner
Hidden Comment
Employees want to co-pilot your change management efforts, not take a backseat.
Hidden Comment
CHROs are prioritizing organizational design and change management to navigate
continuous disruption from digital transformation, economic uncertainty and
political tensions. After years of disruption, however, employee change
willingness has outright collapsed and “change fatigue” is taking a toll.
According to a recent Gartner survey, 74% of employees were willing to support
organizational change in 2016; today, only 38% say the same. This correlates
with a lower intent to stay with the organization: Only 43% of employees who
experience above-average change fatigue intend to stay with their organization,
compared with 74% of employees with low levels of fatigue.
Hidden Comment
Download now: The Top HR Trends and Priorities for 2023
Hidden Comment
Why is this? “It’s related to the fact that 82% of workers recently surveyed by
Gartner say it’s important for their organization to see them as a person, not
just an employee,” says Cian Ó Móráin, Director, Research at Gartner. “An
open-source approach provides employees with a more human deal by actively
engaging them in change initiatives.”
Share on Facebook Share on Twitter Share on LinkedIn Share by Email
ADOPT AN OPEN-SOURCE CHANGE MANAGEMENT STRATEGY
Hidden Comment
Traditional top-down change management is wearing thin and employees need a
change management approach that is engaging, humanizing and transparent. CHROs
can decrease change fatigue and support employees through periods of uncertainty
with an open-source change strategy — one that is less prescriptive than
top-down approaches and more collaborative, involving employees throughout the
process instead of simply telling them what will happen.
3 SHIFTS THAT WILL IMPROVE CHANGE MANAGEMENT SUCCESS
Hidden Comment
Organizations that implement open-source change strategies are 14x times more
likely to achieve change success. They see the risk of change fatigue in their
employees fall by 29 percentage points and the intent to stay increase by as
much as 19 percentage points. Move towards this inclusive strategy by making the
following three shifts:
SHIFT NO. 1: INVOLVE EMPLOYEES IN DECISION MAKING
Hidden Comment
This may be challenging because it’s hard to include the right people, at the
right time and in the right way. But it’s a crucial step, as it increases change
success by 15%.
This shift makes change management a meritocracy, not a democracy — the best
ideas always win, no matter who they come from. Plus, it ensures a level of
transparency on how decisions are made. Now what this doesn't mean is that we're
creating a democracy, where everyone gets to vote on every change. Instead we're
creating a meritocracy, where you increase the odds that the best ideas and
inputs are included in decision making.
To implement this shift, create smaller employee groups for involvement based on
key criteria and targeted questions. Or, at the very least, ensure that the
right employee voice is an input to key decisions before they are made.
SHIFT NO. 2: SHIFT IMPLEMENTATION PLANNING TO EMPLOYEES
Hidden Comment
Typically, leaders own the change strategy and decide how to implement plans.
Many often fail to involve employees in the initiative. Leaving the workforce
out of change implementation may increase resistance and failure because
employees are overwhelmed, unwilling or unable to sustain long-term change.
Plus, leader implementation is also typically wrong because they can’t possibly
have enough visibility into the daily workflows of their teams.
However, when employees primarily own implementation planning, change success
increases by 24% and improves the odds of the initiative being well-received and
sustainable.
As an example of how to implement this shift, give teams a template that crisply
and clearly outlines the “from-to,” the “because” and the desired outcome of the
change — then challenge them to map out their own "do’s and don'ts" in the
context of their own workflows. This will empower them to own the change, and
it'll quicken change adoption because the plans will be more relevant and right.
NO. 3: ENGAGE IN TWO-WAY CONVERSATIONS THROUGHOUT THE PROCESS
Hidden Comment
It’s imperative to engage employees in honest conversations throughout the
change process. Employees “getting it” is a driver of change success; their
“liking it” isn’t. This allows them to share their questions and opinions, which
drives understanding and makes them feel like part of the commitment to change.
Virtual town halls are a common feature of change communications. One way to do
this is to use a question submission and voting mechanism that allows employees
to engage with executive leaders during the Q&A segment of a town hall, ensuring
the discussion is two-way and focused on the topics employees care most about.
Hidden Comment
In short:
* Organizations must juggle more change initiatives (at a faster pace) than
ever before.
* Top-down change management strategies are no longer effective.
* To increase change initiative success, shift to an open-source approach and
involve employees in decision making and planning and through continued
conversation.
Hidden Comment
Cian Ó Móráin leads Gartner for HR's research on the topics of organization
design and change management. His research focuses on helping clients sustain
employee engagement and productivity through change, and the design of
structures, workflows, roles and networks that best unlock a responsive
workforce.
GARTNER REIMAGINEHR CONFERENCE
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Recommended resources for Gartner clients*:
How to Increase Change Management Success
*Note that some documents may not be available to all Gartner clients.
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