Change Fatigue

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With modern technology introduced, innovative software, upgraded equipment, different work processes, economic uncertainty, company buy-outs, and many other company changes, employees are experiencing change fatigue! In a 2022 survey taken by Gartner Workforce Change, 38% of employees are willing to change work behaviors to support organizational change. Which means companies have 62% of their employees are resistant to any sort of change. A huge part of the ‘great resignation’ and employee disengagement is related to the struggle companies face with successful and effective change management.  

Now, raise your hand if this is hitting home for you. My hand is raised! I have been guilty of this several times. Whether it has been underestimating the complexities of the new change or not gauging my team’s energy level accurately, I have rolled out many ideas without implementing a change management process. And what do you think happened…. The change fell flat on its face. 

What is change management anyways? It is a process of creating a seamless transition and implementation of a new task or procedure. Change is necessary and expected to facilitate company growth and evolution, but many times, companies lack the knowledge to effectively implement, which opens the door for failures and employee fallout.  

In this first part of a three-part series, let us breakdown why the change management process is crucial, not only for you, but your employees as well. 

Change management is all about managing people. It is your employees who will be carrying out the recent changes. Do you think change will be accepted and adapted quicker if you have employees who are confident in the new process? How your employees feel will decide the success of the desired outcomes.  

There are very few people in this world who welcome change with arms wide open. Deviation of the normal daily activity will be met with resistance. It is about the fear of the unknown. It is the company’s responsibility to help employees overcome that fear by making them a part of the change management process.  

So, let’s think about it in a project management sense, a little more relatable. Project management is defined as “the planning and organization of a company’s resources to move a specific task, event, or duty towards completion.” It includes planning, initiation, execution, monitoring, and closing. In most cases, there is more than one person included in a project responsible for their individual contribution. Any project would go nowhere quickly if one person was responsible for the entire project. 

Successful change management is project management. It includes naming why, what, who, how, and where as well as laying out the flow and contributions of every individual within the company. Identifying each step within the change and who is responsible will create cohesiveness and consistency for employees to gain confidence in the change process.   

Change management is, also, communicating the why to what is driving and behind the change. Once the why is realized and understood, change becomes more palatable and willing. Employees need to be champions of change. 

Dictatorship change is promised to be counterproductive. Single handed changes within a company and imposing change will increase employee fallout and lack of enthusiasm. People do not buy in to what they do not understand.  

Change management is not easy and presents unique challenges. It is always evolving, needing continuous adjustment. But as a company, when you show up with intent and involve your employees early on and throughout the process, change can become welcomed.  

Next month, we will talk about the types of change management and the steps for success!  

Before I go, I want to give you a monthly book recommendation. Fierce Conversations by Susan Scott is about achieving success one conversation at a time.   

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Marcie Richardson

With over 20 years of HR experience, Marcie understands the struggles companies face in compliance regulation and policy structure. She recognizes that effective company culture and policies start with how we treat employees. As the Director of Human Resources for Guarantee Restoration Services in Baton Rouge, Louisiana, she values the need for a strong company culture to ensure operational continuity. Marcie obtained her IICRC in WRT and ASD because she believes to truly understand the needs of each employee, you need to understand their job. Marcie also holds a Louisiana Department of Insurance License in Health, Life & Accident.

marcie@guaranteerestoration.com
www.guaranteerestoration.com

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