Almost everything you do in HR relates to change. Sometimes, a change is barely noticeable for employees, e.g. revision of internal act reducing working experiences for new-job-opening candidates. Sometimes, a change is not so unnoticed. However, because it’s giving employees additional benefits, it’s quickly and positively accepted (e.g. additional paid leave).
However, when an HR is on a mission called optimization and digitalization of HR processes, which includes HR personal and strategic function, a word change gets a whole new meaning.
So, believe it or not, the success of implementing a change (with the help of Gecko) is not so much depending on the content of new and improved processes but much more on the success of managing a change.
From the psychological point of view, most people go through different stages of change. It’s the so-called change curve.
So, the first step in managing a change is understanding that people are afraid of change and, therefore, often in denial or angry, sometimes even depressed. After all, you challenge the status quo. Therefore, an HR manager who wants to deliver a modern HR system must accept the fact that at the beginning, employees and managers will not clap and be enthusiastic. They need time to adjust and information in order to understand what’s happening and how to get help.
Knowing that it is very helpful to have a system, a road map that guides you every time you implement a change.
Introducing my 6C solution™
A 6C Solution™ or “How to make friends with change” is an easy-to-understand 6-step solution providing communication guidance throughout a change journey.
- Change formulation (Determine a very clear reason and purpose of change. Determine the so-called “change agents” and asses the organizational capability and willingness for a change).
- Stakeholders (Who are they? What does success mean for them? How will the change benefit them (WIFM)? Personal situation of most important stakeholders. Risk management. Informing WHY a change is needed and HOW it will be implemented, etc.)
- Individual’s change journey (Creating a need for change and focus on human needs and emotions)
- Change community (Change agents – why, how, and where to find them and how to support them)
- CHANGE PLAN
- Stability plan (Create a Support system. Define what will not change – the stable part. Define communication canals for exchanging ideas, questions, opinions, etc.)
- Resistance plan (What is the reason for the resistance? How to communicate if the roles are changing? Self-interests as a reason for the resistance – how to react?)
- New roles (Define new process. Define new roles (responsibilities and authorizations) and new owners. Define training to support new roles)
- CASE (study)
- Early change examples (Understanding and testing an early example of the change, demonstrating and communicating an early example as a sign of commitment, getting more time for the final implementation, etc.)
- CARRYING OUT
- Training needed for implementing a change (before the actual implementation). Train the trainer concept. Visibility of change. IT support when implementing a change.
- Training and support (Developing new skills for a successful implementation of the change through the organization. Business impact analysis – what is a new must? What will be measured? How will it be measured? How to support the leaders?)
- What’s next? (Adjusting the change and openness for new ideas. Are there any bottlenecks because of the implemented change, etc.)
- Business benefits (Define a deciding body for new adjustments, sponsorship for new changes, monitoring KPI after the implementation of change, etc.)
Implementing software solutions like Gecko is challenging for HR teams because it represents a change in processes, in behavior, in the culture, in leading employees, in the working environment, in productivity, etc. It’s a big change that affects everyone in the company.
So even if an HR manager comes up with the most excellent Performance review process or Talent management process but doesn’t get busy in informing stakeholders and doesn’t regularly communicate activities with the support of the change agents, the process itself is often condemned to die.
The fact is that organizations don’t change because of a new system, process or tool. They change when people in the organization adapt and change too. Only when people have made their own personal transition, an organization can reap the benefits of the change.
It is very recommended that HR teams are competent to manage such a change. It’s a rocky journey. However, if you are well-prepared, focused, and put your employees’ feelings about the change in the center of your activities, you will be much more successful. And don’t forget to celebrate success with your employees at the end of the journey.