Image source: http://dupress.deloitte.com/content/dam/dup-us-en/articles/patient-engagement-strategies-changing-patient-expectations/DR_DUP1417_Figure4.jpg
Let's look at an example. This financial amenities organisation was introducing a fresh back office machine. In the past employees worked in separate divisions so prospects were transferred from one neighborhood to another to procedure their request. The new machine meant that all the purchaser particulars were now available to employees and that they would now work in teams and "own" the purchaser from the graduation to finish of transaction. It was a whole machine and work style change so before precise machine instructions was introduced a simulated work neighborhood was standard and employees were taken by approach of the purchaser journey. It was critical that they understood the benefits to the purchaser by hunting at the adjustments by approach of the eyes of the purchaser. This approach we created the "Aha" moment, employees got the message better than any intranet, info consultation or e-mail bulletin may need conveyed it. And when employees went into machine instructions they clearly understood the benefits and model reasons behind the adjustments.
The five key things to keep in mind when communicating technology adjustments.
1. Be very clean involving the model reasons for the adjustments who will benefit and what will those benefits be?
2. Establish why those benefits are critical? What will the impact be on the association?
three. Decide the most important messages for your info strategy what will you communicate, to whom and when?
four. Concurrently design an engagement strategy at key points on your project plan that will engage employees at all levels in the explanation for the technology adjustments.
5. Remember to ensure engagement the message is not involving the machine itself though involving the model reasons for the adjustments.
Let's start up with reviewing how most companies management technology based change. If your association's methodology to this class of change is new skills instructions and employee communication strategies that consist of stakeholder management (translated briefings), intranet and e-mail updates then that's not handling change, rather it is focussed on info. So what is the distinction and why will we do anything extra than provide info?
Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world. For access to case studies and additional info on the types of strategies you may implement to engage employees visit http://www.itculturalchangetips.com for a wealth of free informative articles and resources.
Finally, as change management experts are we able to take a similar methodology to handling machine adjustments and apply it to every new association? The answer is clearly no because as each association's culture is totally different, so it follows that each methodology to change management and employee communication must be totally different to maximise the investment and skill of the machine adjustments that are implemented.
When you think involving the thousands of dollars companies spend every year on IT publications of work, wouldn't it be prudent knowing that employees in reality understand and most importantly embrace the reason behind the adjustments? There is one approach of ensuring that employees and their managers have got the message and definitely understand the justifications for the new machine implementation. And that is the means that you communicate change.
