There are smart—and not so smart—ways of taking your team with you when change is on the cards
Downsizing, restructuring, and organisational change are all terms that no longer describe a process that a business may implement occasionally—they are now terms used to describe business as usual.
The rate of change is only increasing. The thorough, mapped-out and strategised organisational changes of the past are gone.
Hear from CCI Workplace Consulting Principal Consultant Erin Bethel on restructures and redundancies at the HR Link Quarterly Briefing on November 14.
Change impetus can come from many angles, be they competition, globalisation, disruptive innovation, new share economies, digitisation, changing demographics, the lack of customer loyalty or variations to consumer tastes.
To survive in such an environment, businesses must be constantly reinventing themselves.
Change, and particularly poor change management, can lead to workers feeling anxious and uncertain about aspects of their work or employment status.
If we know that organisational change can be stressful, and that stress in the workplace is a well-known factor for high turnover and sick leave, low morale, decrease in performance, and increased interpersonal conflict, it is a given that managing stress will be an integral part of the change management agenda.
Yet for most businesses, it is not.
Every business wants its changes to result in success, yet a significant barrier to achieving that success is being overlooked. If employees are stressed, they will be less receptive to change, or in some instances, openly resistant.
Change-resistant employees may become retention risks as well as engagement and productivity challenges. It is not surprising then that only one in four change initiatives are successful and meet their objectives.
►Join Bethel and Senior Consultant Stephen Farrell, who will discuss ways to manage staff absences, at the briefing. Get your tickets here.