Change is inevitable, particularly in the work environment. Change does create an uneasiness in the workplace because of the unknown, as well, change challenges the skillsets of the organization members. Yet, successful managers of change are able to motivate individuals to stay engaged by using a few different strategies including “creating a readiness for change, managing the transition and developing new competencies and skill sets.” (Cummings, T.G. & Worley, C.G, 2015)
When there is a felt need for change in the work environment, maybe due to not meeting goals consistently, decline in growth or technologies that are outdated, employees and stakeholders are inevitably ready for change. The use of the old way may have caused turmoil and stress, or created a sense of instability so implementing a new way of doing things is seen as good and necessary
As in the industry of Medicare, if the tools being used to recommend an insurance product to a senior is outdated it could mean not getting the most beneficial plan to that retiree. That could in turn jeopardize the industries credibility. If that were the case, all involved would be ready for change. Implementing a new and improved tool, based on the feedback received from retirees and agents would be necessary. The members will feel as though their voices have been heard, and their motivation to perform and stay engaged will be preeminent.
In order to sustain such momentum after change has occurred, the transition from the old to the new has to be carefully managed. Moving into a new state happens in steps as opposed to one giant leap. There are at least three steps that have been identified to ease into a new way of doing things. As mentioned in the text (Organization Development and Change), the first step is activity planning which “involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful.” (Cummings, T.G. & Worley, C.G, 2015)
The activity planning step will likely be the most important step in ensuring employees stay engaged. Keeping them informed of their expectations while the transition takes place is going to be a major component to ensure the goals are met along the way and key improvements are taking place, both for the organization and the employee.
Commitment planning is the second activity on the road to change. “This activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support.” (Cummings, T.G. & Worley, C.G, 2015) The most likely tactic to gain their support will be direct communication of the reason for change and how it will ultimately and positively impact their ability to do their work going forward. This will also require understanding what the needs are of these stakeholders. Keeping them informed about the changes, and gaining their support, is vital to the success of bringing about the change.
Notifying an agent that you have a new tool that will streamline their work, and more importantly allow them to become more efficient in their processes, will likely gain immediate support.
Lastly, of the three activities needed to accomplish change is creating a process that manages the structures of change. “These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process.” (Cummings, T.G. & Worley, C.G, 2015) The involvement of the organization members to implement change is critical to bringing about inclusiveness and accountability to change, therefore keeping everyone engaged as the change occurs.
Whenever there is a change in an organization the members of the organization may need to acquire new skills, competencies, knowledge base and behaviors for proper implementation of the change to happen. This will require the organization to provide proper training opportunities and support to the members as they endeavor to gain expertise. The member’s duty will be to actively participate in the programs being offered.
When a new tool or process is being implemented all employees and members will need training. When Medicare agents need to use a new tool to recommend a product that is not like any tool they have used before, they must be trained to achieve the desired results. To give a new tool, but not train on the new tool, would not benefit the members or their preconceived expectations, nor would it provide the results the organization is hoping to achieve. This lack of bringing it all together would ultimately impact employee loyalty and retention negatively.
Keeping employees engaged during a transition will require work on all sides of the organization. The organization will have to take onus to execute the change and provide all necessary tools and training to the members. The members will have to see the need for the change and be involved in the steps as the change occurs.
Motivating members to remain loyal during a transition will also depend on how the organization will monitor and reward performance through control functions as change happens. “Performance management includes practices and methods for goal setting, performance appraisal, training and development, and rewards systems.” (Cummings, T.G. & Worley, C.G, 2015)
Work performance and employee engagement will be contingent upon these factors and how often they are used to gauge members level of involvement during the shift.
Management will need to first vocalize the vision and set forth the expectations the change is to bring about. For example, this new tool will allow us to better serve our retirees and ensure accuracy in recommendations. All members will be expected to utilize the new tool to ensure consistency with all agents and increase our credibility as an organization.
By allowing the members to feel a part of the vision they begin to see how their performance will impact the organizations goals. Additionally, the organization will need to set realistic, achievable and measurable goals to be met by the members. “When employees see that other people, groups, or organizations have achieved a specified level of performance, they are more motivated to achieve that level themselves.” (Domm, 2001)
Knowing the vision, understanding the goals, and how they (the member) fit into that vision, will influence the behaviors of the members positively.
Assessing the performance over time will be a key component of keeping members engaged in the vision. Ensuring members have access to the proper resources to measure their success will be just as vital. Assessing the goals periodically allow for feedback from the members and gives an opportunity for the organization to make the necessary modifications.
Any goals not being met as a result of lack of training or resources will be the obligation of the organization.
Additionally, rewards systems impact employee satisfaction and engagement. Organizations will need to implement a system of rewards for improving performance and maintaining performance to meet goals. According to text (Organization Development and Change), “The rewards will need to be available in a timely manner, have a direct link to the performance, have durability and visibility to maintain the results desired by the organization.” (Cummings, T.G. & Worley, C.G, 2015)
The control functions: goal setting, performance appraisal and rewards systems, “are powerful methods for managing employee and work group performance.” (Cummings, T.G. & Worley, C.G, 2015) Employee loyalty will be a direct result of these functions and how well these functions are executed. Successful managers of change will be sure to properly implement a system that supports the needs of both the organization and the members, and enhances overall performance.
When change is upon an organization, communication, and timely communication, to the members is going to be one of the most important factors to fight resistance. Effective communication of any change will also be an important factor in retention of organization members.
Communicating the change will happen at two levels: the strategic and the tactical levels. The strategic level will focus more on the future and long terms goals of the organization, and will likely be implemented by upper/senior management. The tactical level will focus more attention on the day to day activities and the short term goals needed to bring the long term goals to fruition. This level of communication typically happens and comes from lower-level/frontline management.
Both levels of communication will require timeliness and planning, as well as working together. Upper/Senior management will communicate with lower/frontline management and lower/frontline management gets the information to the employees. Initial communication of change may only be presented to those in upper management. This is to ensure the information gets out to those who need to have immediate knowledge of the change without causing uncertainty amongst members. This also gives the organization an opportunity to plan for objections in a small setting.
Lower-level management will then disseminate of the information to those members who may be directly impacted by the change or traditional way of doing things. In regard to implementing a new tool for the Medicare agents, this could mean on the strategic level that senior level management communicates to the frontline managers when the tool would become available and when it would make sense that all agents are using the tool and properly. The tactical level would be for those frontline managers to then communicate to the agents what steps are necessary to access the tool, test the tool and be ready to use the tool by the target date.
According to the Harvard Business Review, how change is communicated has a direct impact on how change is received and implemented. Sending a mass email communication will not go over as well as having frontline management speak directly to those impacted. In the same token, senior management is more likely to go along with change that has been directly communicated with them versus reading about the new change in a news publication. (Larkin, T.J., Larkin, Sandar, 1996)
With any change, positive reaction and engagement along with employee loyalty will rest upon direct and timely communication of change. When there is a clear need for change and it has been effectively communicated, both strategically and tactically, those who will be impacted are more open to the change; thereby leveling the response, sustaining member engagement and promoting employee loyalty and retention.
References
Cummings, T.G. & Worley, C.G. (2015). Organization Development and Change. Cenage.
Domm, D. R. (2001). Strategic Vision: Sustaining Employee Commitment. Business Strategy Review, 39-48.
Larkin, T.J., Larkin, Sandar. (1996). Reaching and Changing Frontline Employees. Harvard Business Review, 95-104.
Peter Richardson, Denton D. Keith. (1986-1998). Communicating Change. Human Resource Management.
The Kween Speaks....Just listen! 