What do you do if your organization is struggling to maintain employee engagement during a period of change?

Often times organization changes are driven from the top. The "why", "what", "how" and "when" are crystal clear to the decision makers but not to the employees on the ground and they are the ones who are usually most impacted by such changes. Without the understanding of what drives the change, employees often are plunged into the valley of despair (ref: Prosci: AKAR model of change management). Communications becomes really important and employees should have an avenue to share their concerns and thoughts. Allocating more time in this aspect will help ensure a smoother transition for all.

As much as I like the list of 7 things to consider, I'd suggest starting one step earlier. Thew new Step 1. Leaders must be able to state why employee engagement is important to the organization -- and say why they are committed to improving employee engagement. . . Without full-throated support, employee engagement is at risk of becoming yet another so-so process. Places where I've seen it work, commitment to engagement seems like it is based on a strong set of values. One of the top values is a belief that people matter.

We value individuality so people can talk, share their opinions and remain engaged. Focused group discussion before initiating the change is important. Focused communication, clear vision and translate values and behavior to bring the outcome of the change. Why do we need to be engaged and why does everyone's participation matter to the change that should be communicated well.

Establish transparent and accessible communication channels to foster an open dialogue with employees throughout the change process. Implement regular town hall meetings, virtual Q&A sessions, or feedback forums to provide platforms for voicing concerns and sharing updates.

Lack of communication particularly among the leadership team is a key reason for low morale and mistrust during times of change. Some CEOs and senior leaders are not comfortable with tough and candid questions from the leadership team for a variety of reasons. When this happens, people shut down, leave or simply lose interest. When the leadership team has poor morale and feel they cannot discuss change in a candid and healthy way, the rest of the organization suffers.

Part of keeping employees engaged during change & assessing needs is to acknowledge their humanity. It's important to help them understand their emotional/social response or initial reactions to change. This is what the NeuroLeadership Institute calls SCARF threats - our brains natural response to change. Status, Certainty, Autonomy, Relatedness, and Fairness. Help employees and leaders to recognize, name, and process this initial resistance. Acknowledge that these reactions are normal and show them what they can do to offset these threats. Then you will have their mental & emotional capacity to even begin moving through ADKAR.

The assessment of need is pre-basic to drive positive employee engagement in the organisation as standard process but where the line of managers fail is when they operate with convenience of like minded team members only. From the entry level employee to top this syndrome of convenience and trusting on the opinion of others through their confidants is diabolical. Self assessment of the inter-team climate is crucial for leadership trail to successfully engage all individuals down the line.

Resistance to change is often a function of lack of understanding of the change, rather than resistance to it. Clear articulation of the goals of the change by leadership, as well as the contribution required and the benefit of the outcomes of change, will go a long way to solving that. Regularly checking in on the understanding of the nature and scope of the change can support engagement

Comunicar uma visão clara durante tempos de mudança é fundamental para inspirar confiança e engajamento. No entanto, não se trata apenas de transmitir informações; é sobre criar uma narrativa envolvente que ressoe emocionalmente com os colaboradores. Além de destacar os benefícios da mudança para a organização, relate histórias que demonstrem como ela pode impactar positivamente a vida e o trabalho de cada indivíduo. Isso ajuda a tornar a visão mais tangível e significativa, incentivando um maior comprometimento.

Share compelling narratives of past transformations within the organization or industry to demonstrate achievable outcomes and inspire confidence in the change initiative.

During a period of change, if your organization is struggling to maintain employee engagement, prioritize transparent communication to keep employees informed about the reasons behind the changes and how they will be affected. Actively involve employees in the change process by seeking their input, addressing concerns, and providing opportunities for feedback. Offer support and resources to help employees navigate the changes, such as training or mentorship programs. Recognize and celebrate small victories and milestones to boost morale and motivation. Foster a sense of belonging and camaraderie through team-building activities and initiatives.

We cannot extrapolate strategy out of the current state. We need to put the status quo in a place where it doesn't block our view. and see the future as up close. This isn't about prediction. Define the future you want and then set about working towards that. Eschew any references like 'To be the...' and state the vision in the future present tense, 'We are the..." The seven tests of a vision statement are: 1. Describes clarity of intent 2. Describes a future that is better than the present or the past 3. Is achievable in a reasonable amount of time 4. Takes advantage of opportunities that the future will afford 5. Creates commitment and understanding 6. Excites and inspires 7. Reflects the values the organization actually lives by

To be part of the change is imperative to set up a clear vision about the new status quo. What and why must be addressed in the beginning. The how, however the way of putting in place a change should be managed carefully, leadership will be the ambassador, sponsor the key engagement person and important stakeholders mapped to support the journey. People involved must understanding the WHY and also the benefits with the change, what they will win at the end. Considering these principles the communication plan will be powerful to support the change process.

Creating alignment is a primary responsibility for leaders, especially during times of organizational transformation. Answer these questions to begin the work of aligning people: Why must we change? What's changing? How will we execute the change? What will the impact be on your team? What's the opportunity for each person?

"Without a vision the people perish." Your people need to have a compelling reason for the change: - what it's going to achieve, - why that's important, and - what life is going to be like for the better after this change happens. Change is never easy. Having this clear compelling future gives people hope that the journey will be worth it.

You may worry that if you let your employees know ahead of time about a potential change, they'll all jump ship and leave you strandled in turbulent sea. However, leaving employees in the dark will erode their trust and make it more likely that they'll leave once they find out you didn't share this vital information. Clearly communicating plans as early as possible is important which lead to help employees make plans for weathering the changes.

In my experience I have seen multiple times that from top the definition of vision changes till it reaches to the first line of the team. The top incumbents must make sure that the correct and right definition of the org vision must be appropriately positioned in the mind at all levels of leadership and management layers.

Communicating a clear vision is imperative to the success of the initiative. Beyond that it's important to provide regular updates on the status of the initiative, whether successes or challenges. It's also helpful to periodically remind staff of the 'why' as memories can tend to be short when navigating the day-to-day activities.

There are few psychological safety measures that should be considered during any period of change. "I feel lost, unheard, losing my space, my comfort zone is gone, the people I like are no more in same team" - these are some emotions that arise in any change management. Allow transparency in communication, provide transition time for the change. Empowering voice need not be always loud. It could be by prioritising their psychological safety first

Forget about positive team engagement if the voice of the team is not heard, valued and respected. With empowering the voices a commitment to the process value addition is already made. All top voices should be recognised at multiple stages.

In addition to all the points raised above, it's easy to say empower voices but what's missing is the leadership shadow casted by the leader listening to the voices. If a leader comes across as dismissive when they're trying to be re-assuring, it can disempower employees' voices without meaning to. Unfortunately, despite years of research and training in this space, many leaders are still unaware of the shadow they cast and the unintended consequences of this.

Empoderar as vozes dos colaboradores é mais do que apenas solicitar feedback; é sobre criar uma cultura de inclusão e participação ativa. Além de fornecer canais para feedback, incentive os funcionários a assumirem papéis de liderança em grupos de trabalho ou iniciativas de mudança. Isso não apenas aumenta o senso de propriedade, mas também promove uma cultura de colaboração e co-criação, onde as ideias de todos são valorizadas e consideradas.

Equilibrium between employees and employers interests is only possible when both voices are heard by eachother in a suitable environment. We have seen damages at both ends otherwise. Employees who are loyal and gave their best tome to emplyers to grow the organisation are assets of the organisation and should be heard.

Create an environment where employees feel safe to express their concerns and ideas without fear of negative consequences.Clearly communicate the reasons for change, provide regular updates, and be transparent about expected outcomes to reduce fear and uncertainty.

Maintaining employee engagement during periods of change can be challenging, but it’s crucial for organisational success. Some strategies to consider: 1. Create a compelling vision & paint a clear and inspiring picture of the desired future state after the change. 2. Foster two-way communication by regular updates to employees on the progress of the changes. Address their concerns, and actively listen to their feedback. 3. Empower leaders and manager & equip them with the skills to guide their teams through change. 4. Involve employees by engaging them in change initiatives rather than imposing top-down mandates. 5. Prioritise well-being. Communicating the reasons for change transparently, alleviate anxiety, and reduce fear.

Transparency and clear communication are crucial to build the mutual trust and engagement. Frequent top-down communications and feedbacks will be the enabler to engage effectively all levels employees with shared visions and team spirit.

Trust, openess and transparency must be the 3 key pillars in the process and also in the current company culture. If there is a lack of them, probably the rumors could influence negatively the mood and the environment. Regular and up dated Communication, good and not so good news must be addressed always. Confidential channels must be dedicated to the change process and also Q&A foruns can be launched. Roundtables are a good source led by a referenced leader. Remember, the current culture must have key openess elements and practices, if not stablished the effort will be tough.

Maintaining Employee Engagement During Change is vital. Effective communication and engagement are crucial. In times of change, employee engagement are the cornerstones of success. And should be prioritised. Here are 9 tips: 1. Transparent Communication: Keep employees informed. 2. Two-Way Communication: Encourage dialogue. 3. Feedback Mechanisms: Establish channels for input. 4. Leadership Visibility: Be supportive. 5. Empowerment: Involve employees in decision-making. 6. Training and Support: Provide resources. 7. Recognition and Rewards: Acknowledge efforts. 8. Change Agent Network: Utilize employees as advocates. 9. Pulse Checking: Regularly assess sentiments for alignment. This can support maintaining productivity and morale.

Identifying key informants, that have a positive disposition towards the change in question, can be a great asset in moving the culture forward, minimizing ambiguity and helping project leaders create a better understanding of organizational needs.

O suporte de treinamento durante a mudança é uma oportunidade para investir no desenvolvimento contínuo dos colaboradores. Além de fornecer habilidades técnicas necessárias para se adaptar às novas demandas, considere também oferecer treinamentos relacionados ao bem-estar e resiliência. Isso ajuda a equipar os funcionários com as ferramentas necessárias não apenas para sobreviver, mas também para prosperar em tempos de transição.

Train your middle managers , early, often, and consistently - no one-off trainings. Middle managers have the greatest impact on employee experience within an organization and particularly within change management. This is why many DEI and HR practitioners shout “power to the middle”, because middle management are culture carriers who materially impact the everyday employee experience. Leading employees through change requires mindset, skill set and toolset. If middle managers are equipped consistently and properly with those 3 things, they help translate the change and bring peers and reportees along in the process.

Team leads need training on how to guide their teams through change and how they can deal with change resistance. Managers are going through the change just as much as the employees but they are still expected to be pro-change without giving them tools to manage their own change journey as well as their teams’ journey.

40 years in the business and I STILL do not know why we do not make our supervisors coaches, trainer support, and facilitators. The supervisors are the only people who are managing anyone doing the work. Isn't The Work something important that we should manage better?

Drive/Internal motivation significantly contributes to employee engagement, especially during periods of uncertainty. Employees must feel competent to navigate change successfully. Three methods foster this sense of competence through training support: 1. Classroom learning: - Offer in-person/virtual skill-building workshops and self-paced digital courses. 2. Social learning: - Facilitate job shadowing and mentoring to aid employees during transitions. 3. On-the-job learning: - Reframe change as an opportunity for growth. - Encourage employees to embrace change as a positive challenge, allowing them to experiment and learn through the process.

Often no consideration is given to other more appropriate interventions than training. Many organisations plan their training activities after they know what budget they can acquire for training. Generic training separated from the person's context is likely to be less effective and a wasted cost. A more effective approach is action learning, using actual business challenges and opportunities where senior Executives have an interest in the outcome. Adult learning is a profoundly social process. Leaders need to sit with challenging questions rather than be passively exposed to solutions. Action learning facilitates this. It is entirely possible to train without learning anything and likewise possible to learn without any training.

Tools that I've found really helpful to support change processes are Everything DiSC and the Emotional Culture Deck. Everything DiSC helps people understand themselves and others better. Using DiSC in change enables much more effective communication and engagement with different types of personality. The Emotional Culture Deck is a card game that enables vital conversations around how people are feeling through change. Giving spaces for people to be able to acknowledge emotions, both positive and negative, creates a much safer environment for all. It enables people to feel supported, keeping them engaged in what can be a very challenging process. And they can then celebrate the outcomes!

We are in a moment of reskilling and upskilling that is unlike any other. Very few organizations are optimizing their talent to build the capabilities they need to execute on their strategy. Focusing on giving employees coaching, skills and capability building instead of generic, role-based learning is a must to create a workforce that is ready for changing roles as business needs change.

Uma cultura de reconhecimento é essencial para manter o moral elevado e o engajamento durante a mudança. No entanto, o reconhecimento eficaz vai além de simplesmente elogiar resultados; é sobre valorizar o esforço e o comprometimento, mesmo diante dos desafios. Considere estabelecer programas de reconhecimento que reconheçam não apenas conquistas individuais, mas também colaboração e apoio mútuo entre colegas. Isso fortalece os laços da equipe e reforça a ideia de que todos contribuem para o sucesso coletivo.

Big organizational change initiatives are the perfect opportunity to reinforce a culture of recognition. Everyone's attention is focused on the task (goal) at hand. Additionally, it's a great time to recruit others to join future initiatives which serve as resume builders.

Restructuring your rewards and recognition system to align with the desired vision of change can have a significant impact on the success of change being implemented in the organisation. Associating reward programs can help employees adapt to the change and also create accountability.

Creating a culture of appreciation is quite doable IF the organization has defined what we refer to at livingHR as their “Culture Code”. Defining the behaviors you appreciate (and the one’s you won’t tolerate) regarding how change is embraced without using generic words on a wall makes the appreciation genuine. Celebrating when someone leads themselves and exhibits behaviors that align to your “Culture Code” creates more ambassadors for change.

What you focus on is what you'll get; what you feed grows. Everyone likes a positive environment. And change can be hard for people, which can create negative feelings. Recognising and celebrating actions that support change creates positive vibes. It focuses your people on the good things that are happening. It acknowledges the effort that people are making, so they feel valued and validated. This encourages others to continue the steps on the journey too. Identify the actions you want to see through the change, and then reward and acknowledge those steps. It will make it so much easier!

The coompetition between people in most workplaces is generating some degree of dis-engagement, since many people are NOT driven by the constant pressure of winning; they also get tired of losing. Recognition is fine, but when ONE person is "employee of the month," how many disgruntled frustrated others do you create? Remember that the managers are most often selected because they are regular winners -- that attitude about competition is NOT shared among the average and below-average people. HALF of your people are below average.

Start with being clear on which behavior's and achievements are aligned with the change. If cultural change is the goal. What does this look like and which behavior's do you want to see?

Communication is a very powerful tool for successful implementation of change. Creating platforms for employees to express their ideas and opinions can help them understand the significance of their contribution in the change and develop accountability for the results. It is also important to develop listening skills at all levels which can help minimise conflicts.

O feedback contínuo é uma ferramenta poderosa para manter o alinhamento e a motivação durante a mudança. Além de reuniões regulares, explore outras formas de coletar feedback, como plataformas digitais ou caixas de sugestões virtuais. Lembre-se de não apenas ouvir, mas também agir com base no feedback recebido. Isso demonstra um compromisso genuíno em responder às necessidades e preocupações dos colaboradores, fortalecendo a confiança e o engajamento ao longo do tempo.

Set things up so that each person generates the performance feedback they need to know how they are doing. Appraisals should not be a surprise and something to be dreaded. If people are surprised, your performance feedback system is bad.

There is a wise saying used by the military; “If you don’t want your troops to battle against the plan get them to help plan the battle”. Very often we easily agree the destination but it’s agreeing the HOW TO GET THERE that becomes the real challenge!

I believe one of the reasons people struggle with change is not because they are disengaged or disinterested, but because they don't have the capacity. When we are setting up a change program, we need to be building in something that gives people the space and capacity to take on the change. I refer to this as #changereadiness and I don't believe we pay enough attention to it.

It is quite possible that your employees may feel disconnected from the organisation when there is a transformation going on. And one of the major reasons for that is lack of communication. It’s not just about communicating the change that is happening, but about helping them understand what is the purpose of the change and what is in it for them in the change. Keeping channels open so that they can address their concerns and fears is also quite important. And most importantly making your people feel that they are contributors to the change is where the engagement occurs.

Consider the total timeline of the changes and don't draw things out. Employees have a higher level of anxiety and stress during organisational transformation which distracts from delivering the plan. Keep the future vision clear and make the necessary changes then establish the new norms as soon as possible. Highlight any quick wins and assure people the new way of working will bring us towards the vision.

É importante considerar a importância da liderança autêntica e transparente durante períodos de mudança. Os líderes devem ser modelos de comportamento desejado, demonstrando resiliência, empatia e comunicação aberta. Além disso, explore maneiras de promover uma cultura de aprendizado contínuo, onde os erros são vistos como oportunidades de crescimento e inovação. Ao abordar esses aspectos adicionais, você fortalece a capacidade da organização de enfrentar os desafios da mudança com confiança e determinação.

Recent research shows the secret to engagement and retention is “social connection”and “belonging.” Community building methods originally developed by renowned best selling author m.scott peck md, are the most efficient and effective way to build belonging, authentic connection and genuine workplace community.,,

People are afraid of change and the unknown. No training will address all anxieties and fears, no general action will help individual employees to know what the change will actually mean to them. Worse even, in time of change and uncertainty, old worries and fears of individuals or teams may resurface. It is crucial for organizations to be mindful of this dynamics, to observe, listen and be empathetic to understand concerns which are not easily put into words and to offer support and solutions, so that nobody is left behind.

The change process starts way before the change is ready to kick off. One needs to sow the seeds and communicate in bite size chunks the impending change. Very few individuals can take drastic changes. It requires finesse of planning to cater to different kinds of people who all have different fears. Transparency of the change and its implications is very critical too which needs to be handled sensitively. Lastly you will not be able to please everyone, so expect to deal with discerning voices who shout for the sake of it. Give respect to all.

Throughout the change its so helpful if you have the ability to use ambassadors/early adopters to help with training, engagement and Comms and to ensure that feedback can be collected from across all levels and areas.