Change can be considered a necessary evil among large enterprises. Although change is for the positive of a company, if not accomplished properly the employees can feel left behind. A company’s success is dependent on understanding how a change can affect different levels of employees – ranging from new hires to CEOS – and make sure none are left behind. It is easy to get lost in the mix of transition time when dealing with a large enterprise. The company must not forget the corporate information hierarchy of employees needed to keep the business alive. In the following paragraphs, we’ll note the difficulties each type of employee – new, current, and CEOs – face when dealing with new changes and developments within the company.
CVS recently underwent a drastic change when they decided to stop selling cigarettes in their national chain of drug and convenience stores. The reasoning addresses public health concerns and will appeal to many socially aware consumers, but by taking a proven revenue stream off of the shelves profits may dip in the short run. The heads of the company will need to keep their employees trust and instill a sense of calm during the change.
New employees are not always provided personalized attention when entering a company and this “left behind” ideology may become more of an issue when changes are made within the company. They need proper training and must be checked up on throughout the change process. If basic training is provided to new employees and then left alone, the company could easily become disrupted. Communication is the key to ensuring the company does not have a quick turnover rate. Utilizing memos, continuous training sessions, regular meetings, and newsletters, supervisors have better accessibility to their employees. Additionally, feedback about the new employees work and what they can improve on is beneficial to the individual and contributes to the whole company. By properly educating new employees, they will stay longer with the company and soon become seasoned workers.
Gartner analysts have this to say: “Foster organizational change by making sure everyone understands “What’s in It for Me,” and recognize and reward successful early adopters.”
Seasoned employees have more experience with the company and usually need less attention, but this thinking can cause issues when dealing with changes. As with new employees, some type of incentives are necessary to pique the employees’ interests and encourage them to continue providing their best work with the company. Although feedback from seasoned employees is always beneficial and it shows that the company values their opinions, additional incentives are important to guarantee a lower turnover rate. With praise, recognition and even sometimes special incentives, seasoned employees will be encouraged to continue providing excellent work for the company as well as not searching elsewhere for jobs. Furthermore, seasonal employees can assist the new employees in training and create a positive pattern of education. Seasoned workers can also progress in position within a company contributing to new ideas for change.
Cardinal Healthcare, one of the Fortune 1,000 is leading the way in Healthcare change. Their leaders say that: “Value in healthcare is a journey, and organizations must have the vision, strategy, execution discipline, and strong governance to sustain change.”
CEOs have difficulty with change just as much as new employees and seasoned workers do. It must not be brushed off that CEOs are always ready and prepared for all new changes within a company. They experience uneasiness when dealing with changes in the company just like any other level, but rely on the employees to provide them with comfort during this time. When new employees are properly trained and communication lines are open, it will run smoothly for CEOs and other managers within the company. This simple ideology of “keeping the boss happy” will allow change to become easily accepted. CEOs encourage new employees and provide incentives for seasoned employees because it allows change at their level of the company to be a positive experience.
Gartner analysts remind us that: “Adoption is inhibited when users resist the new system by focusing on cutover difficulties rather than embracing the new processes.”
In the end, all employees, regardless of level, want the best for themselves and the company. Change is meant to provide better opportunities for the employees and benefit the company as well. Different ideas and incentives must be used to positively affect varying levels of employees within the company because no one set strategy will work for every individual. With a smooth transition in the company, change will no longer be something to fear.