Often HR programs are focused on organisation design and implementing that design with cursory review of the organisations values. Structures changes will mean nothing if the organisation's culture isn't discussed as a pre-cursor to those changes.
Leaders are simply expected to lead with briefing packs and teams are expected to fall into line throughout the process. Employee disgruntlement during this time is put down to an emotional reaction to the 'uncertainty' of a situation, and their opinions and feedback are often undervalued or ignored. As this happens the productivity and staff engagement declines rapidly. It then takes another 6 -12 months to get back to the basic level of engagement and even longer to rebuild trust once the restructure is complete. Not many organisations can afford to take that hit.
However recently on a change program I led, we developed a comprehensive change and culture strategy to support the entire end to end process. Senior leaders were not just engaged but owned the process and decisions. Principles of the program were aligned to core values of integrity and respect (you should always have core values underpin any transformation program).
Through one of the most tumultuous times for the organisation and its staff, we experienced an increase in staff engagement and satisfaction. This was hard earned by the senior leadership team, as we ensured everyone was on the same page and all decisions were owned by all. A shared outcome and a positive outcome, in a time which may have had remarkably different results.
We watched as other areas of the greater business suffered from sliding people results. Sure the new structures were delivered, but without a comprehensive change strategy which ensured people were treated respectfully throughout the process and were inducted into new roles, productivity suffered greatly. Morale was low, and without active change leadership and management all people related indicators were heading in the wrong direction.
So what does a comprehensive change and culture design program look like?
Start with vision, strategy and culture. The vision needs to be clear and the culture to support that vision needs to come to life. Then talk structure and with the right leaders at the table. Those who will be responsible for leading the change and setting up their areas.
Talk values. They must be agreed upon and as a group the leadership team should hold each other to account. Consistency is key and remember that every time a compromise is made there is a price to be paid, whether that be through a complaint or staff disruption.
Discuss and decide on the best structure to support the organisations strategy. Also discuss the capabilities and skills required in each area - what exists now and what may need to be developed or brought in.
Ensure leaders are clear of the HR processes and are committed to the processes as a team. This is critical throughout the entire program. If one leader falters the integrity of the program won't hold.
Comprehensive impact assessments need to take place to assess the changes in functions and responsibilities from the old to the new. Too many times in reform programs the details are never mapped and the organisation is fighting fires for the first 12 months of people dependent tasks where an individual left and took all IP with them.
Part of the transition planning must be records management. Identifying risk areas where individuals hold all the knowledge and mitigating those risks by ensuring all procedural documentation is up to date.
Never forget the power of an induction process. Not just for newbies but also for those who have been in the organisation for any period of time. Consider it a relaunch and opportunity for team building across teams but most importantly consider it an opportunity to develop and reinforce the culture of the organisation. Within the first 30 days of working in an organisation individuals choose to be part of the culture or not.
And a reminder that the induction process needs to be embedded into the organisation, and be repeatable by Managers. There are major benefits to an organisation from a robust induction process, which delivers clarity about a persons role and how they contribute to the organisations vision.
Be sure to put into place succession planning. Structure changes and processes can take 18 months to complete, and most Managers stay with organisations roughly 3-4 years in this current climate so this scenario has to be covered and recruited to.
Of course there's a lot more to make the program a success but these are just some major actions to take into account.
If you or your organisation is considering structure changes, then reach out and find out what help and support we can provide. And make sure you start with culture before structure.
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When the Change overview is ready we will send it out. If you want to know the basics of change, then look no further.