在变革管理中建立弹性：对CHRO的见解

Strategies toBuild ReadinessforTransformationalChange Summary Many of HR’s legacy transformation readiness practices were notbuilt to meet the higher volume of disruptive changes organizationsnow face. This research can help HR leaders improve implementationplanning and execution for transformational change, while preservinga positive employee experience. Key Findings •Executives expect a rise in large-scale transformation; mentions of it inthe earnings calls of top organizations have increased by over 50%. •The increased volume of changes, in addition to the disruption that canaccompany them, can cause change fatigue. •Transformational change will likely happen alongside other changes. Ifconcurrent changes have competing objectives, it can lead to confusion,frustration or outright change failure. Change Mismanagement Is Fatiguing Change Fatigue Is Costly Maximum Impact of Change Fatigue on Key Outcomes Recommendations To improve implementation planning and execution for transformationalchange, while preserving a positive employee experience, HR leaders shoulddo the following: •Prepare processes for transformational change by collaboratively prioritizingchange happening alongside transformation. •Prepare people for transformational change by giving employees opportunitiesto acknowledge and reflect on their feelings about change, and fosteringauthentic communication between peers.•Prepare employee communications for transformational change by usingcommunication channels to pull in information on how employees are copingwith change. Stacked, Not Continuous, Change Today’s transformations occur in achange environment characterized bystacked changes—that is, changesthat happen concurrently. There isn’ttime for employees to completeadoption of one change before anotherone begins, and this hinders employeeand business outcomes. Changemanagement practices that do notaccount for stacked, incompatiblechange create unnecessary risk fororganizations—especially duringhighly resourced, high-stakestransformational change. UNFI’s Change Diagnostic Matrix EnablesChange Prioritization Many transformation teams present theirplan for changes to business leaders nearthe time of implementation. However, thisapproach can create friction with businessleaders who have their own changesplanned. Instead of seeking leadershipbuy-in during the implementation of achange initiative, UNFI collaborativelyevaluates change impact, readinessand value at the onset of change planningto ensure early buy-in. UNFI’s changeenablement team collaborates withchange sponsors and business leadersto complete a diagnostic that estimatesthe level of change effort required formultiple initiatives. Employee Change Reaction Workshop Agenda The focus of most change communications is“telling” affected employees about the change.This approach overlooks the most importantelement: enabling employees to react to achange. “Talk” (rather than “tell”) communicationsreduce anger and anxiety, and drive hope andpride for employees, as they then feel part of thechange versus having something done to them.Organizations can use activities like a changereaction workshop to give employees the timeand space they need to acknowledge and reflecton how they feel about transformational change. Sample Network Analysis Parameters to IdentifyChange Influencers Allstate identifies “change influencers”with strong peer connections whocan proactively talk about the changeacross forums. With strong peerrelationships, influencers are moretrusted and approachable, as comparedto a handful of employees who areexceptionally good at displaying thechange behavior. A network-drivenapproach leads to quicker changeawareness from a place of comfortfor employees to freely talk about thechange and how they feel about it,and improved authenticity and trustamong employees. Colleague Testimonials to Influence Skeptics It’s often easy for business leadersalready skeptical of a transformation totune out the voices of people theyperceive to be “selling” the transformationbased on their theoretical understandingof how the transformation will go. Leaders’hesitations are often based on their busyrealities, not the actual expertise and skillof the transformation team. They arefocused on the day-to-day businessresponsibilities and may be anchoringon their past experience with change.Because of this dynamic, DTCC realizedit could leverage leaders’ colleagues,not the transformation team, to influenceresistant business leaders. Conclusion To effectively build change readiness and implement transformations, CHROsmust help provide the vision to assist HR and the change leadership team inrevamping transformational change practices to include: •Prioritizing which process changes will happen within the context oftransformational change•Generating buy-in from people—specifically change-fatigued employees•Developing employee communication strategies that bring information in,not just send it out