Juggling With Your Employees’ Borders

All transformation projects concern directly or indirectly your organizational design. Change management in this context is very often minimized, even forgotten sometimes. As a Project Leader you need to make sure you add a slide around “Change Management” in your project charter. But whether it concerns literally role modifications and/or recruitment/layoffs, are you confident those simple “Training” and “Communication” buzzwords will do the job?

At bluecrux, we do not just add a few lines called “Change Management” to your project plan. Instead, we start thinking about how each of your individual employee is going to see him/herself in the mirror in the morning, as soon as the organizational impact of your project will be disclosed. The feeling of your employee facing this mirror image will set the pace of your organizational transformation success.

 

Redesign of organization and roles: The Comfort Border

  • Is your project about implementing an advanced demand forecasting process? Training your employee from being a simple “Excel Encoder” towards being a “statistical modeler” is the easiest piece.
  • Tackling the stress and anxiety that your employee feels in the morning when the mirror returns the “Excel Encoder” image while the “Statistical modeler” image is soon expected – this reveals the new rule of the game. Failing to tackle those feelings will result in high resistance, sick leave or other symptoms and it will definitely slow down your project.
  • Bringing your employees throughout this journey of hope and fears is a participative process that starts the day your project is disclosed.
  • At bluecrux, we concentrate each day on extending the “comfort zone” of those employees, and we call it “MountK”.

 

Relocation of activities (recruitment & redundancy): The Self-Esteem Border

  • Is your project about shifting some local Western European activities towards an Eastern European Shared-Service Centre? Negotiating exit packages and transition support bonus is the easiest piece.
  • Tackling the angriness for lack of skills/competency/performance recognition that your employee feels in the morning when the mirror returns the “undesired employee” image while operational performance is still expected to ensure the transition period and ensure business continuity – this reveals the new rule of the game. Failing to tackle those feelings will result in performance decrease, sick leave, and maybe direct loss of critical knowledge or other symptoms. Moreover, it will definitely endanger the business continuity during your organizational transition.
  • Bringing your employees throughout this journey of rejection and denial is all about transparency, coherence and synchronization within your project communication plan. A simple rumor will make it all collapse in a few hours. This is the reason why it starts within the first contact with Work Councils and lasts until the end of the organizational transition.
  • At bluecrux, we concentrate each day on maintaining the “self-esteem” borders of those impacted employees, for the sake of business continuity, as well as respect for individuals.
Posted in Business Transformation
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