«When the wings change course,
someone builds walls,
and someone – windmills.»
People like to work when the processes are clearly organized and it is clear what is demanded from them. Then they are focused on work. Changes violate both the organization and the functions of employees, even for a while. Organizational changes in work sometimes cause staff resistance.
Reasons for staff resistance to change
- don’t understand for what these changes are implemented;
- see no benefit;
The benefit to the organization is not always benefit for the employee. Employees have their own interests: salary, self-realization, recognition, experience, length of employment.
- feel threatened (to be fired, salary will be reduced, get demoted, will be forced to work more).
Resistance to change
When the employees have at least one “cons”, then the management will meet the resistance of the personnel to changes. And the staff will be against not only the bad changes (creation of internal security service, introduction of an employees monitoring system), but also the good (installation of new computers, automation of production).
Types of staff resistance to innovations
- excessive participation and interest (many questions);
- lack of interest;
- slowing down the process;
- ignoring orders;
- dissemination of untrue information, rumors;
- failure of work;
- poor performance;
How to overcome staff resistance to organizational changes
- To inform employees about changes, their goals, results
Bring information from the management to the employees. Employees understand that they are informed, because they are valued. It helps to associate oneself with the organization.
We implement a staff monitoring system. Those who work fair and who have nothing to hide, have nothing to fear.
Our goal is not to monitor employees. We want to better organize work processes. Lazy employees will either start working or will be fired.
- To communicate to the employees the need for changes
Show what in the company does not work well, does not work that way, does not meet modern technologies, why it is bad for every employee.
We do not see how productive and useful each employee is, therefore we do not evaluate his contribution to the overall work. The system will let do this.
- To show the benefits of changes for employees, for the organization, for clients
When employees associate themselves with the organization, then the “success of the company” is beneficial to them. It is not always so. The benefit for the employee is respect (the best employee of the month), self-realization, new knowledge.
The system will allow the employee to draw conclusions about his work: for what his time is spent, how productive he is, how to plan the day.
The system will help to achieve justice. Chiefs receive complaints that with the same salary, one employee works all day and the other spends a lot of time on personal issues. The system will let you know what is the productivity of each.
We will better organize our work, it will increase profits.
- To show that the changes will not harm the employee
Sometimes this is enough to win over the workers who are responsible for managing the resistance of the personnel.
The management does not mind that employees use reasonable part of their working hours for their own purposes (websites, phone calls, smoke breaks).
We are not going to punish for this.
The program does not read or remember passwords.
The employee himself chooses the program mode: open or closed. When open, he stops and starts the program. In this mode he sees the statistics of his work.
The employee himself chooses the version of the program: basic or complete. In the basic version screenshots are not made. In the full version the screenshots can alsobe not made, but it is possible to adjust their intervals.
- To show that the changes will affect everyone
It will be fair and right.
The program will be installed by everyone, and by me (the director) too.
- To report periodically to employees on the results of innovations
A month later it was revealed who spends a lot of time on games and works not enough.
- To use “agents of influence” to spread the ideas of change among the collective
These are the chiefs, and ordinary employees, who enjoy authority. No matter how ingenious the idea may be, employees can reject it.
Mrs. Johnes always wanted her boss to know what kind of work she did. Thanks to the program, it became possible, and she got a bonus.
- To involve employees in the implementation of changes
Participation of employees in changes reduces resistance. At the same time success in changes is regarded as a personal achievement.
Information about changes is spreading faster, employees understand problems better.
Mary will show what the program allows to do, and Pete – how to set it up.
- To stimulate the implementation of changes financially
The most productive employee will get a bonus.
- To provide feedback
This allows to adjust the process of changes, reduce staff resistance to changes in the organization or to overcome the resistance of staff.
These are surveys, interviews with employees.
It is important for employees to be heard by management, to know that their opinion is of value. This also contributes to the fact that employees associate themselves with the organization, share its goals.
Sometimes the resistance of personnel to changes is so great that they can not be implemented, however hard the management trys. Sometimes overcoming the resistance of personnel to organizational changes is so costly that they are refused. Sometimes, in one organization, changes are adopted, while the same changes, but in another company – not.