We are a 15-year-old organization functioning under the founder-CEO for all these years. Our systems have been developed from a start-up perspective. To move to the next level of growth, we recently implemented changes in our organization. These include changes in the structure (previously, HR would report to the Head of Sales, now it reports to the CEO), implementation of new tools, processes, systems, etc. We have an attractive incentive and reward scheme for enhancing performance. All team leaders were briefed about the initiatives. We also ensured an organization-wide communication explaining the changes.
We had a positive response from the team leaders and the employees. However, now, we are increasingly seeing disappointments and inaction. We also find people going back to the old way of functioning. If this continues for a few more months, the whole process of instituting change will be meaningless. All the effort and energy will be futile. What do we do?
A worried HR Manager
Dear Worried,
We know that change is inevitable and important for an organization’s evolution. New milestones may not be compatible with the old systems because of VUCA times. An agile system is ideal for any organization aiming for growth.
You have briefed your team leaders about your new plans, clearly communicated the changes, and worked on a new incentive system for motivation. But remember that change is not easy for all.
Change involves adapting to new practices. It is important that any change in the management initiative provides scope and opportunity for the employees to:
- Learn new skills
- Upgrade existing sills
It becomes imperative to unlearn and shed practices that deter growth. Often, people cling to the old systems because they get comfortable and fear the change.
Fear arises due to many reasons. Uncertainty and fear of failure are common as people are often wary about what lies ahead.
You can deal with these by:
- Involving all employees in the change process – across levels, functions, and location
- Establishing communication channels for clarifications and feedback
- Setting up counseling / mentoring mechanism
- A performance measurement system that not only measures but also communicates progress periodically to enable improvement and corrective action plans
- All issues must be resolved promptly and without ambiguity
Managers play a significant role in preparing the employees for adjustments after the change. Training and sensitization programs will allay the fears of employees.
