Change in the 21st century

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Change Management for the 21st century must adapt to meet the demanding needs of the economy and the workers who are very insecure. Most companies and organizations have struggled with the challenges of cuts, layoffs, and down-sizing, which has led to general insecurity and fear among the people still employed any hint of change within the company. The challenge for leaders is to create a positive environment for change management using different methods and strategies than have been used before.

In the current circumstances uncertainty employee performance maintain changes within the company, subject to the passion and participation of all employees within the company for successful change. In order that there are some steps that can effectively reduce the 80% failure rate studies show takes place in companies that are trying to implement change initiatives. In the past, the vision of what the change would produce the first discussion item that appears on the checklist for change management implementation. This has now taken second place.

first and most important item identifying the need for change and communication required all employees in the organization. This is a departure from past practice only employees directly affected by the initiative in discussions on implementing change. The reason for including all the employees from the beginning is very simple. All employees will be affected by changes within the company, whether directly or indirectly and the current insecurity felt by most employees in the company it is important that they be as passionate about the need for changes, and helps to maintain what they employees who are directly affected. In addition, it has been learned through research that change initiatives often fail because employees not directly affected by the initiative reacted negatively to the change.

Studies have also shown that sustained change initiatives have been the result of generating engagement and passion for all employees of the change. This passion and enthusiasm is not produced when people are told about the benefits that change will bring to the organization. Engagement is produced when the staff learned of the benefits that will come to them, their family, their community or their world. In other words, in the 21st century, it is important to recognize that “what’s in it for me?” is a reality that must be addressed before discussing what is in it for the company.

In a holistic approach to the implementation of sustainable initiatives change it is important to perfect the change will benefit the more than margin. Staff must consider that the change will benefit the immediate community of colleagues or a wider audience and it is important enough to make the effort and sustainability changes the value.

In a recent Gallop Poll showed that employees who are engaged and passionate are 86% more likely to have better customer service number, it is significantly less staff turnover, workers are 70% more likely to be highly productive and businesses likely to be 44% more profitable. These numbers alone make the implementation of change management by processes that create passion and involvement of employees valuable to a successful business.

The steps to implement a comprehensive change management initiative to start with clearly defining the need for change and clearly communicate the need for all workers in face-to-face meetings that allow them to share information and concerns freely and openly not threaten environment. We will be discussing other measures to create a successful and sustainable initiatives change future articles.

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