By now you may have read some comments in the HR blogosphere about Right Management’s survey on change. When 100 senior North American HR professionals were asked “Is your workforce able to adapt to change and increase their effectiveness on the job?” the responses were:

•       “31% - No, employee engagement and productivity are a major risk
•       43% - Somewhat, our workforce gets the job done, but morale suffers
•       26% - Yes, our workforce is very agile and responds to new challenges”

Although I agree with Paul Herbert’s contention that individuals should be involved in the change process,  I can’t help but view the survey results from another perspective.

We all handle change better when we are involved in the process, but recent economic changes have occurred at such a rapid pace that most of us have not had that opportunity. Change hit with the speed of an oncoming train and many of us didn’t have time to jump out of the way.

In certain circumstances—such as a job layoff, a critical illness, a financial crisis, a fatal accident or a criminal act--we have little control over the situation. When these things happen, we cope as best we can. Giving employees as much control as possible in a rapidly changing situation is a good strategy, but sometimes it is not realistic.

We do, however, always have control over how we react to events. People respond to change in many ways and some are more productive than others. Although a wide range of responses to change is normal, business organizations understand how important it is to get past non-productive responses as quickly as possible and begin to implement creative solutions.

Leadership has a key role to play in making sure employees are able to move past the non-productive responses and contribute positively to solutions. Rosabeth Moss Kanter writes in her Harvard Business blog; “Leaders of turnarounds, whether in companies or nations, succeed in reversing downward spirals when they put the facts on the table, call for shared sacrifice with a clear promise of shared rewards, and go back to the basics. They make everyone feel we can solve problems together. They create a culture of inclusion guided by a noble purpose.”

In other words, leaders who are successful during periods of rapid change espouse hope, truth and a strong work ethic. Thus, harsh realities must be communicated bluntly, albeit with empathy. The messages; we must accept the truth, but we can get through this are critical. The third leg of the stool is the communication of a plan to deal with the situation; we can get through this and this is how.

Even after hearing the messages mentioned above, some employees will have difficulty moving beyond denial, anger, resistance, bargaining, or similar responses.  What is to be done then?

A one on one discussion between the employee and his or her manager will be necessary. The manager can then re-state the reality of the situation, and comment on observations about the employee’s response and how it has an impact upon the overall business objectives of the company. The manager can re-state job expectations, all the while understanding that each individual may need a chance to express his or her concerns before moving on. External resources may be used to help employees cope. If, however, an employee is unable to adapt to the change productively, then it must be addressed using the previously established performance management process.

References:

Changing Minds.org. “The psychology of change.” Changing Minds.org [www.changingminds.org]. Obtained April 20, 2009.

Moss Kanter, Rosabeth. “A Financial Turnaround Requires Culture Change.” Harvard Business Publishing [www.blogs.harvardbusiness.org]. October 29, 2008.

Right Management. “One in Three Employees Don’t Adapt to Changes at Work.” Press release [www.right.com]. March 31, 2009.