Recently, the American Society for Training and Development (ASTD) changed its name. Reactions to the name change ranged from excitement, cynical, to disappointment....One thing is clear. For a major change like this—an identity change, no less—the change process could have been handled better.
The last thing you want to happen during a transition is for employees to start a rumor mill.
Lessons learned include:
2. Get employees involved early in the change process. People who lead the change have more information and time to process the information than the majority of the organization. ....You can provide a communication channel, such as an employee survey or focus groups, to test your change concept and for your employees to provide feedback.
3. Communicate frequently. It usually takes a village and a lot of time to transition from the current state to the future state. ...Err on the side of over-communicating because people crave accurate and timely information during a transition. The last thing you want to happen during a transition is for employees to start a rumor mill.
4. Acknowledge the old, celebrate the past, and welcome the new.
It’s important to acknowledge how past successes have led the company to its current state. You can build on the foundation of past success, acknowledge employees’ contributions, and launch for the future.
5. Establish the new normal. ...what new behaviors [are needed now?] Establish new norms, language, and align your existing operational processes to support the new direction....companies that are growing too fast without establishing the needed infrastructure and operational processes create a lot of chaos for employees - employee engagement scores decline.
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