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SUCCESSFUL CHANGE MANAGEMENT
How to use Strategic Internal Communications to Help
Employees Embrace Change
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WHY IS CHANGE MANAGEMENT
SO CRITICAL FOR
ORGANISATIONS TODAY?
• 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.
The Rationale for Change Management
Prosci Change Management Triangle
Leadership/sponsorship
Project Management
Projects
meet objectives
Projects
finish on time and on budget
Return on investment realised
Change Management
• 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.
People are the key
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.”
• 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!
To be effective Change Management and
Communication must
What happens during change?
Blocking and resistance
Focus on obstacles
Magnify problems
Irritation
Aggressiveness
Depression
Looking ahead
Change in attitudes
Some positive view
of future
New
motivation
Do or die situation
The Classic Change Curve
Denial phase Reaction phase Adaptation phase Reorientation phase
RE
AC
TIO
N
TIME
Executive
management
Middle management
React + un-
certainty,
passive
resistance &
low motivation
React + uncertainty,
insecurity & active
resistance, low
productivity
React + certainty but
non-commitment &
self-vested decisions
React more
decisively,
reasonably &
responsibly &
Different reaction to change at
different levels of organisation
Everyone reacts - but not simultaneously and not in the same way
Operational level Administrative & support level
RE
AC
TIO
N
TIME
What happens during change?
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
• 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.
The Role of Communication during Major Change
Critical success factors for Communication in Change
Critical success factors for Communication in Change
Simple and clear ‘why,
what, when and how’
Verbal and written Initiate dialog
Repeat why, what, when and how
Obtain feedback
Continue to
obtain feedback
Confirm changes +
positive responses
Tell success stories
Advise outcomes
of change and
celebrate
achievements
Continue dialog
Different communication needed at different stages
what, why, who, how, where and when
Denial phase Reaction phase Adaptation phase Reorientation phase
RE
AC
TIO
N
TIME
Communication during change
• 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.
Critical success factors for Communication in Change
Involving and engaging employees
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 to
Achieve 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.
• 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.
An integrated and aligned brand approach
• 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.
Creating a Change Communication programme
• Executives
• Senior managers
• Middle/ line managers
• Supervisors
• Change Agent Network
• Coaches
• Facilitators / trainers
• HR specialists
• Communication
• Mentors and coaches
• All employees
Communication Role Players
• 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.
Message Management
• SMS
• Intranet
• Electronic screens
• TV
• Notice boards
• Newsletters
• Memos/letters
• Tabloids
• Pamphlets
• Banners
• Competitions
• Feedback and incentive schemes
• Grapevine
Traditional Communication Channels
Traditional Communication Methods … no longer
work
• 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 and
Engage Employees
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey
New Communication Methods to Support
Change 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
New motivation
Questions:
Do I share the same values?
Do I really want to stay? Employees observe
management
behaviour to assess
words = action
Real ‘buy’ in
& stay vs. go
decision
Reorientation phase Post-change phase Evaluation & commitment + buy in
POST CHANGE REACTIONS
RE
AC
TIO
N
TIME
Sustaining the change
Positive affirmation
messages
Engage and dialogue
Line management time Recognise, reward and
celebrate the individual
Involve the person in
meaningful work and
career path –
demonstrate the
benefits
Reorientation phase Post-change phase Evaluation & commitment, buy in
POST CHANGE REACTIONS
RE
AC
TIO
N
TIME
Maintaining Communication
To listen, identify and respond to concerns, issues, commitment to address these in time
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.
We work with leading companies to enhance communication between people in
organisations to enable employee engagement that motivates staff, increases
productivity, and drives performance to deliver better results and achieve
business sustainability.
(t) + 27 (0) 11 880 8137
(f) + 27 (0) 11 880 8138
(m) + 27 (0) 84 880 8138
www.columbine.co.za
