Logistics/Human Resources

The people factor in managing change in your workplace

Today ’s current economic environment can be challenging. With petrol prices at an all-time high and interest rates not far behind, companies are having to carefully rethink how they do business and introduce key changes that allow them to stay viable and competitive.

Change, however, can be hard – the unfamiliar is always a little daunting. Unless workplace managers can create an environment that is positive towards change, and make sure the employees who will be most affected by the changes, be it at management or factory floor level, are involved in their design and implementation, the company is unlikely to reach its goals. A commercially savvy business is one that understands the importance of balancing people and bottom line results. If changes are to occur successfully, it is paramount that you preserve people’s self-autonomy and dignity. Give them ownership! It is equally important that employers and managers avoid appearing demanding, condescending or superior.

People d on’t change just because they are asked or told to. When change is imposed from above, employees feel disrespected, and so can lose interest in making the change successful. The key is communication.

Involving all staff in the process

Generally speaking, when there are problems with productivity, they are not top-level issues, but rather ineffi ciencies in how day-to-day business processes are conducted. If you need to increase the distribution, delivery, storage capacity or even just reduce costs, the experts are the people directly involved, such as the drivers, warehouse people, customer service people and administrators. These people are likely to have the greatest insight into what is and isn’t working.

Asking frontline people to get involved in problem solving has a number of key advantages:

• You are more likely to make changes where they are really needed

• You create ‘buy in’ – i.e. people are much more likely to embrace a change they have been involved in

• You establish a clearer awareness of how individual strengths can aid the transition and alternatively can identify individual weaknesses that should be addressed

• You make people feel like a valued part of the business, and give them a sense of control

• You inadvertently create a new habit or way of thinking when problems arise again in the future.

The role of the manager

The idea that just because one has the title ‘leader’ or ‘manager’ means that person needs to solve every problem and know it all is a great fallacy – a fallacy that is one of the things damaging New Zealand businesses today. This doesn’t mean, however, that a manger’s or leader’s role isn’t critical in any change process. They represent the ‘company’ to the frontline staff, and they c an create the business environment.

The role of management during a time of change is to create new hope, and a sense of positive anticipation and future thinking.

They need to clearly articulate to the business as a whole exactly what it is they are striving for. Culture change can’t be done by sending out company-wide memos. Memos don’t appeal to people personally. Managers need to face people and foster an environment of personal buyin among their teams. Change happens by speaking to people’s feelings; sitting behind closed doors working on spreadsheets won’t achieve this. Speaking positively about change If you want staff to be positive about change, it is imperative that all managers and leaders speak positively about the change. Negative talk is bad for business, and it is usually motivated by fear or insecurity. It is insidious and contagious and should be addressed head-on to defuse its destructive power.

Managers should:

• Allow staff to express their concerns, fears and issues

• Use small- and large-group meetings, focus groups, email/ intranet, videos, training workshops, and bulletin boards for staff to discuss and learn about upcoming or ongoing changes

• Encourage constructive conversations in which staff can give useful input

• Listen

• Take good suggestions seriously and act upon them when appropriate

Above all else, BE HONEST. Humility in times of difficulty will often have the loudest call to people’s feelings.

Maintaining ‘business as usual’

Managers are fundamental in maintaining ‘business as usual’.
The change process has a tendency to become the focus of a company and as such ‘business as usual tasks’ risk being neglected.

Management must make it clear that ‘the show must go on’, and that neglecting duties now would undermine the organisation’s long-term sustainability.

Managers need to:

• Clarify how job responsibilities will shift as the organisation moves from the old to the new. It’s vital that everyone knows what they are doing

• Identify specific ways staff can help facilitate the change

• Start training staff well in advance, so they will be geared up for new job responsibilities.

Change invariably requires people to do things differently. Managers need to ensure employees have the skills to be able to do what is now required. It is foolish to
change process and policy without changing habit or routine.

Training and repetition are essential if people are to develop new habits that support the change.

Peaks and troughs are inevitable in any business environment, but your business can both survive and thrive despite tough economic environments. The key to ‘future proofing’ your business is the ability to adapt and successfully manage change.

Katheren Leitner is a co-founder and director for TrainingPlus, the training and leadership provider to corporates and state sector departments in New Zealand. She has provided her training expertise to key organisations including Fonterra, Siemens
New Zealand, TelstraClear, Ports of Auckland, DHL Exel, Department of Corrections, Streng & Partner (Germany) and the New Zealand Defence Force.

She can be contacted at katheren@trainingplus.co.nz