management

Getting ready for change carrying out a readiness assessment

change management / By

Change Readiness

Many organizations find that change programmes, even apparently straightforward changes, fail to achieve their objectives. In many cases this is due to unclear aims, uncertain plans and a low awareness of what is required of the people involved.

Research has shown that a clear understanding of the current organizational situation, readiness for change, and the requirements for different stakeholders to enable the change, will help to increase the chances of success. An organization needs to understand the positive aspects of current attitudes, processes and behaviours that can be actively used to drive change, and the negative aspects that need to be reduced or controlled to avoid errors and reduce resistance.

Management Studies

In management research it is suggested that all components of change need to be assessed to gain a complete understanding of the level of readiness:

Management research emphasises the rational and political aspects of change, but tends to suggest that emotional responses are problematic. Much of the research is based on case-studies and tends to be descriptive, analysing change after the event and offering prescriptive solutions.

Psychological Studies

Psychological research focuses on three aspects of the individual during change, cognitive, emotional and behavioural, but also emphasises how the structure and situation within which the individual experiences change will influence their reactions. Emotions are accepted as a part of human nature, and both positive and negative aspects taken into account. Although this research also uses case studies, the concepts are backed up by tested theory and grounded in psychological experiments, enabling a much clearer view of cause and effect.

Psychological aspects of change:

Research in this area suggests that employees often view change as a signal that the organization may be reducing their side of the psychological contract, unless communication is clear they will tend to interpret any change as a potential loss. Many will experience anxiety and feel that their current schemas or mind-sets are challenged, which will increase anxiety further and lead to emotional contagion within groups. Psychological research also emphasises the importance of fairness or ‘justice’ perceptions during change, and how carrying out an assessment can be used to develop positive perceptions of ‘anticipatory justice’ to facilitate the actual change process.

Knowledge about the correct application of techniques to reduce anxiety, develop trust and commitment, adjust schemas, and help staff through processes of emotional and rational acceptance, will lead to positive behavioural outcomes. At the same time the correct use of behavioural reinforcement, goal setting, and role modelling will feed back into behavioural, emotional, and cognitive aspects.

Recent psychological research has also led to an awareness of the importance of considering both structure and agency in preparing for change. This suggests that it is important to assess and where necessary change the rules norms and roles that have developed in the organization. Consideration of organizational culture and history are important.

There is also now increasing evidence that organizational discourses (how people talk, the words they use, the stories they tell), strongly influence employees approach to change. Past experiences of change influence a persons approach to current and future changes, how groups of people talk about change can be an important part of the process. Although history is difficult to re-write, and cultural change is known to be extremely problematic, organizational discourse can be influenced over time, and analysis of this is another important tool for assessing change readiness.

Integrating management and psychological theory leads to seven key aspects of change:

A Holistic Approach

Many change consultants focus on the individual, arguing that individuals change not organizations. However, research suggests a more complex approach to change is needed, the organizational processes and structures need re-alignment to enable the individuals to change. Therefore a more holistic process is required, that takes into account the full range of likely barriers and enablers, all of which are interconnected, as highlighted above. All these aspects need to be taken into account when analysing readiness and designing each stage of the change.

Change Readiness Assessment

The readiness assessment includes analysis of the behavioural, emotional, cognitive, structural, rational and political aspects of the organization, specifically analysing the following areas:

o Values & goals
o Perceived management support
o Individual and organizational ‘self-efficacy’
o Perceptions of the history of change in your organization
o Communication flows
o Current & future measurements and rewards
o Change willingness x stakeholder
o Resources (availability, limitations)
o Processes (suitability, requirements)
o Management structures
o Administrative support processes
o Technology
o Knowledge levels
o Future-gap awareness

The methods used can be based on action research (therefore accepting that the assessment itself will generate some change, and actively using this) and grounded in the psychological and management literature, it will include:

o Focus groups to increase understanding of the above areas but also inform regarding communication processes and underlying blocks or channels for change promotion or resistance.
o Interviews with key stakeholders which will also enable assessment of private or sensitive issues.
o Survey instruments to add a quantitative element, provide access to a greater number of stakeholders, and enable some measurements for before and after the change.

As openness of communication is a key aspect of successful organizational change, it will be important to feed-back the findings to the people involved. Indeed, this feed-back activity will be an important mechanism in generating a positive approach to the change.

Readiness Assessment as part of the Change Process

Analysing the organization and the carriers and barriers for change is an important first step in any change process. Without this analysis it is difficult to assess what steps need to be taken to mobilise change. Perhaps more importantly, carrying out the assessment also enables the future change to be contemplated, discussed, and envisioned, with a potential loosening of current mind-sets, and pre-acceptance leading to increased push from all stakeholders. However, the process needs to be managed in a professional manner, making good use of psychological techniques to facilitate a positive outlook, as research suggests attitudes solidify early upon hearing of an imminent change and there is a need to secure a favourable sentiment from the very beginning.

Benefits of a Change Readiness Assessment

By carrying out a change readiness assessment an organization will enable:

o Increased likelihood of a successful change
o Clear objectives for the change
o Related measurements to enable assessment of success
o An understanding of what needs to be done to enable change, across a broad range of areas (processes, attitudes, behaviours)
o An increased understanding of the need to change for all stakeholders

Ethical Considerations

All assessments should be carried out under British Psychological Society code of conduct guidelines or similar code, by highly qualified consultants. All data should be collected, reported and stored to ensue anonymity and confidentiality. All participants will be offered the right to withdraw, and it should be stressed that participation is voluntary. As highlighted earlier, the information should be fed-back to the staff, which will also facilitate the start of the change process.

Change Management Practice: Just do it – sometimes you have to act

change management / By

Change Management Practice: Just do it – sometimes you have to act

I was giving a lecture on change management the other day and the class and I were deep in discussion about involvement and ethical behaviour when one of the students asked ‘but what if we don’t have time for all this pink and fluffy stuff?’

I was a good question that needed a clear response and to some extent my answer is a little surprising coming from a confirmed pink and fluffy person like I am – my response was ‘sometimes you have to act’. When an organisation is in dire straits and on the brink of failure or when to enter a new market a new process has to be implemented then there is simply no time for long discussions to get people on board the change manager has to act and get on with it.

What this means is we have to seize the moment and implement a new system or close down a department sometimes in the teeth of stiff opposition. The ongoing discussions needed to bring people with us or the time needed to make those in the process ‘make sense’ of the situation is just not available – we must act.

But does this mean we need to be brutal or cavalier in the way we treat people? – well no – we do not have to behave in this way in order to get the message across. The key is to behave ethically and make the process transparent that needs to be gone through and explain openly how the change process will effect the persons concerned in a clear and relevant way. People respect managers who spell it out as it is without and prevarication or weasel words – ‘Say it as it is’.

What this means is, if say, a department is to be outsourced and there is a good chance that substantial people we be let go, you tell the full story. Concretely: ‘Your department is being closed and moved to the new Company – you and several of your colleagues will have to leave’. You make clear the process that is about to unfold in clear words (the person will be in shock at this time) and tell them to think over what you have said and invite them back when they have had time to think it through to discuss their feelings and concerns. Expect defence and emotion, this is normal, but respond in a clear way – do not prevaricate – stick to the line explain the process and allow the person to internalise the consequences. When giving bad news as in this case leave no room for doubt of what is occurring avoid constructs like ‘you may be selected’, ‘there’s a chance that some of you may stay’ and so on. This only raises an expectation that they will survive. In the same vein if you are asked ‘will there be job losses?’, say ‘Yes I expect many will leave’.

I know this seems hard but research has shown that when bad news is to be given out people are very resilient as long as it is clear they are not being singled out (a fair process is in place), that there is a valid reason, and the process is transparent and applied equally. What we as managers have to understand is it is our job to treat people fairly and ensure their self-esteem is protected and they are given the grounds they need to rationalise what has happened. Aggressive, perfunctory methods of change management do not work (so put away the phone no texts that people are sacked) and are a sign of management incompetence or inexperience – do it right and your people will respect you as a person who treated them fairly in difficult circumstances.

Royston

How to Sack an Employee – good practice in firing a person ethically

Management / By

Firing an Employee – The Seven Steps of good management practice

Dismissing an employee can be difficult and has to be done carefully with consideration and following the rules. One can be very cavalier and not worry about the consequences but how this task is done is important not just for the person who will be leaving but for those who remain working for you. A poorly managed dismissal can break the trust and loyalty employees have for the organisation so its not just the employee going you have to worry about. Just as any management task it needs to be done well and although an emotionally charged job a competent manager can carry out this onerous duty whilst maintaining integrity and being seen as fair. Often managers who do this do not understand their own emotional responses and respond by being abrupt and aggressive – this is to be avoided. The process must be clear and legitimate and this will ensure that procedural justice is seen to be carried out and keeps focus on the issue of poor performance not on the people concerned.

Firstly you can dismiss an employee on one of the following grounds:

Conduct – including poor work related conduct with clients as well as you and the other staff

Capability – Insufficient qualification to do the job although this must be carefully managed and you must set down clear guidelines in a draft policy how this should be done (if you are in a sales environment for example its often best to set out performance criteria right at the start and monitor against them and discuss improvement objectives for example early on)

Legality – for example losing a driving licence if driving was a substantial element in the performance of the job

Redundancy – the work for which the person was employed has dried up or has been outsourced

Other substantial reasons – which is the catch-all for anything not covered by the above but is also a minefield as it has to be grounded in some substantive issue related to the job.

You cannot dismiss and employee of whatever service duration on any grounds of discrimination real or implied. If you feel that a dismissal is necessary follow a clear procedure to avoid any possible implications of a discriminatory nature. You should be aware that if you do not follow the correct procedure then in some countries you may put yourself liable for unfair dismissal proceedings which can leave you open to large amounts of compensation which in the case of a small business can be disastrous.

First rule of a disciplinary case is document everything in writing – even if you think it is an open and shut case it is good management practice to set things down so that if necessary these notes can be referred to should the need arise.

If an employee has been with you more than 12 months the following procedure would normally apply

The Seven Step Process:

1.0 Inform the person who is underperforming that you would like to have a meeting to discuss their performance as things are not going well (for example).
2.0 Tell the person the grounds for concern up front so they have had time to prepare – no ambushes and tell them they can be accompanied by a friend or union rep – if they chose bring along a relative make sure you are also supported just in case things get heated. You must tell the employee they have the right of appeal at any stage – if possible to another senior partner or independent person.
3.0 Hold the review meeting at your offices – reserve an office and ensure that all calls are held and you are not disturbed. Go through and explain the reasons for taking the action – state clearly that this meeting is about unacceptable performance and list out the issues. Allow the person their say – there will be defence obviously listen politely but be firm in your resolve. If this is a final meeting inform the person in clear terms that they are dismissed – leave no room for misunderstanding use a form of words like ‘ I have decided to terminate your employment’.
4.0 If this is not the final meeting in most cases it is advisable to agree a review period to give the person the opportunity to improve performance. Agree this review period and state what must be achieved by that time.
5.0 Document this meeting with the grounds and issues of concern and the agreed actions and send this in a letter to the person concerned copied to the HR department.
6.0 Hold the agreed follow-up review meeting and go through what has been achieved (or not) – hold the meeting even if performance has improved to your satisfaction and set down a new period of review to show the performance improvement is maintained.
7.0 Document this meeting in detail and copy to the HR Department to place outcome on file.

Common mistakes to be avoided.

* You need the document trail just in case you do end up in an unfair dismissal process – copy the documents to your advisor.
* A clear policy covering expected conduct, rules, dismissal procedures and performance requirements are a must no matter how small the company.
* Not applying the procedures to employees with less than one year’s service – they can suggest you fired them on unlawful grounds and claim compensation (you may have to settle because the cost of fighting it could be exorbitant when lawyers are involved! ).
* Failure to invite employees to disciplinary hearings in writing or supply adequate evidence before the disciplinary hearing – they are entitled to notice of the nature of the grievance in advance and a right of appeal
* Not appreciating the statutory requirement to proceed with each stage of the procedure without undue delay under UK law.
* Failure to appreciate that an employee may have right to appeal even if it is requested verbally rather than in writing and is after a timescale set down by the employer – not hearing grievances raised after termination of employment has occurred for example (be careful of this one if a letter is received even quite some time after the employee has left)

Of course there are circumstances where the above procedure can be truncated, for example in cases of gross misconduct but overall make sure you have a transparent procedure in place and you cannot go wrong.

Dismissing an employee is a task a manager will have to do at some time in her career and although a difficult and emotional time can be managed as long as a clear process is in place. It is very tempting to be bullish and ‘fire people’ as a sign of macho management but as well as holding the organisation potentially liable is poor practice and an indication of low management competence. Besides letting people go in a nonthreatening and honorable way, enabling them to leave with dignity, and allowing them to rationalize the process is good management style and a sign of stewardship for the people who work for you.

Royston

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