SEPTEMBER 2019HR TECH OUTLOOK9people and supporting them through change can be as simple as listening, acknowledging their concerns, and getting their feedback.3. EnvironmentWhen introducing change, we need to create a positive and safe environment for our people. Creating an environment for change begins with setting the stage. According to Rene Jules Dubois, Ginger Nocomwe are as much a product of our environment as we are of our genetic make-up. Culture is a powerful lever, and it starts with our leaders who are committed to "walk the talk" and stick with it.4. Expectations Managing expectations allows everyone involved to have a clear understanding of what to expect and when to expect it. Open dialogue and promising only what's realistically achievable are important so as not to create conflict, mistrust and disappointment. 5. ExperimentThe idea of experimentation comes from the concept of iterative design. Iterative design and experimentation allow us to quickly introduce an idea and gather feedback, allowing us to test and learn, implement effective solutions, and scrap useless ones. 6. EquipFor change to be successful, we need to equip people with the right skills, set them up for success and build a culture of change agility and change resilience. Change agility is an individual's or organization's ability to anticipate and adapt to change. Change resilience is the ability to recover from setbacks, adapt well to change, and keep going in the face of adversity.7. EmpowerResearch confirms that empowered employees result in better performance, productivity, and commitment. When we empower our employees to make decisions and get things done, we send this message: "we trust you, we believe in you, we support you." Empowered employees are more likely to go the extra mile, have a "can-do" attitude, embrace change, and influence others to do the same. 8. ExperienceLastly, our people's overall change experience will set the bar on how other changes will be received. At an individual level, poor change experience can cause disengagement, frustration, resistance, and cynicism. At an organizational level, it can result in higher turnover, the decline in productivity, increased absenteeism, and negative morale.Time and time again, people become an afterthought and play second or third fiddle to shiny new toys or the bottom line. A research conducted by Bain & Company revealed that engaged employees are 40% more productive than disengaged employees while inspired employees are 125% more productive than engaged employees. The possibilities and opportunities are endless! And closing with Howard Behar's words, "when we stand for the value of putting people first, we find inspiration in the good times and a lifeline of support and talent when times are hard."
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