Sunday, September 04, 2016
Change Management , during the times of resistance
ET Citings
“Winning hearts and minds in the 21st century” by Tessa Basford & others
TESSA BASFORD ET AL
The psychological contract that traditionally bound employees to their employers has been fraying.…
Job-hopping has been described as the ‘new normal’, and millennials are expected to hold 15-20 positions over the course of their working lives.
Meanwhile, middle management — the executives who traditionally act as a conduit for communication from the top to the bottom of companies — has been hollowed out !
So it’s no surprise that in the face of these 2 trends, leaders struggle to get their employees to embrace big change programmes. Rather than adapt to the demands of organisational transformation, employees are more likely to resist passively, undermining the effort and spreading that contagion across the organisation.
Or they might simply decide that such a transformation is not worth the risk and look for their next opportunity elsewhere. To counter these problems, it’s more important than ever for companies in transition to invest time and effort in changing the mindsets and behaviour of the workforce.
Example :
Digital advances can turbocharge efforts to foster understanding and conviction, thereby helping employees to feel more involved in change efforts and better able to play a role in shaping them.
Consider how modern digital communications make it easy to PERSONALIZE messages, TAILORING them to the needs of individuals and delivering them DIRECTLY to frontline employees.
From “Winning hearts and minds in the 21st century”
“Winning hearts and minds in the 21st century” by Tessa Basford & others
TESSA BASFORD ET AL
The psychological contract that traditionally bound employees to their employers has been fraying.…
Job-hopping has been described as the ‘new normal’, and millennials are expected to hold 15-20 positions over the course of their working lives.
Meanwhile, middle management — the executives who traditionally act as a conduit for communication from the top to the bottom of companies — has been hollowed out !
So it’s no surprise that in the face of these 2 trends, leaders struggle to get their employees to embrace big change programmes. Rather than adapt to the demands of organisational transformation, employees are more likely to resist passively, undermining the effort and spreading that contagion across the organisation.
Or they might simply decide that such a transformation is not worth the risk and look for their next opportunity elsewhere. To counter these problems, it’s more important than ever for companies in transition to invest time and effort in changing the mindsets and behaviour of the workforce.
Example :
Digital advances can turbocharge efforts to foster understanding and conviction, thereby helping employees to feel more involved in change efforts and better able to play a role in shaping them.
Consider how modern digital communications make it easy to PERSONALIZE messages, TAILORING them to the needs of individuals and delivering them DIRECTLY to frontline employees.
From “Winning hearts and minds in the 21st century”
Labels: Citings
