Address the “human
side” systematically: People are innately resistant to change.
Reengineering will change job positions and job descriptions for many
employees and management needs to be prepared to alleviate potential
Start at the top:
High-level executives need to set the tone at the top. If management has
an optimistic attitude towards change, this will “trickle down” through
every level of the company from executives to entry-level employees.
Leaders should clearly define the new roles for employees as a result of
the change, taking care to promote inclusion and ownership.
Involve every layer:
A leader should be designated from every layer of the company to
participate in training but also to provide input as a representative of
their layer. This leader is responsible for bringing back all the
training they received and the overall message of change to their
Make the formal case:
Management should present a formal case as to why change is absolutely
necessary in anticipation of resistance and questioning. Include in this
case the process in which change will occur to help employees see the
Management needs to take ownership of this change; they cannot be
indifferent because it will reflect on their employees. They need to
project enthusiasm and take responsibility for the changes.
Communicate the message:
Employees need to be reminded of the purpose of the change process
throughout. They can lose focus as to why they are changing, so from
time to time a little clarity and inspiration may be necessary. This
appreciation will require education; not just “how” to execute the new
processes, but also “why” the new processes are important to the company
and the employee. This understanding of “why” promotes feelings of
ownership and enthusiasm for the change.
Assess the cultural
landscape: Some company cultures are more amendable to change. The
cultural landscape of a company needs to be evaluated to foresee
problems and predict the motivation needed at each layer of the company.
A culture not open to change or a workforce set in narrow, rigidly
defined responsibilities will present greater challenges and may take
longer, requiring more communication, training or call for a more
explicitly: Once the culture is mapped, management should come up
with the culture that is best suited to accept the change process and
the end product. Management should then direct changes in the current
culture to create a culture that can use the end product the best.
Prepare for the
unexpected: Companies need to realize that every phase of change is
not going to be perfect. A strong change leader should be ready to
deflate these situations and provide encouragement that everything will
still turn out in the end.
Speak to the individual:
Each employee needs to know what is expected out of them individually.
Time should be spent with individuals, providing clarity and also
definite rewards for achieving attainable changes.
Calderone, & Jones