Every initiative launched in the organization, especially more complex ones that are likely to require significant change, need to include a strategy on how and when employees will be engaged in the initiative. And the “when” should be earlier on, when it is known that the initiative is moving forward. The goal is to engage employees earlier rather than later to manage the conversation that will be happening in the organization and to ensure participation in the initiative. Waiting until later only serves to increase gossip as employees attempt to fill in the blanks between what is known and not known. Many leaders assume that if nothing is shared, nothing is known. This is never the case. Happenings in the organization are discovered, and without information, the worst is often assumed. If employees are focused on conversations about what might be going on, they fill in the blanks. The stories they make up are never good ones. This will have a direct impact on your bottom line.
First Steps
When you are ready to launch an initiative, share what is being done along with the “why” and the factors that are driving the change. While not everything can, or should, be shared, certainly an initial communication can provide a “heads up” to employees and let them know – at a high level – what is happening and why.
For example, let’s say that an organization is restructuring with an impact on customer service and sales. An initial communication might first go to the customer service and sales groups, and then immediately be followed by an all-organization communication.
The following should be covered in this initial communication:
- What is happening – what projects are being launched?
- Why is it happening – what is our vision for the future?
- What factors are driving change (e.g. competition, employee dissatisfaction, new leadership)?
- What is the timeline?
- How will employees be involved (e.g., responding to surveys, participating in focus groups)?
- Reassurance to employees that they will be provided everything they need to be successful in the forthcoming change (e.g., new technology may necessitate training and while certainly we don’t know specifics, we do know that training will be provided to employees. Share this information.)
Sharing some basic information early on enables for managing the conversations that happen within the organization.
Join the Leading Organizational Change Cohort at Strategic HR at Mt. Washington and learn strategies, best practices, and techniques to engage employees in change early on.
