Change Employee Behaviour
One of the most challenging aspects of any change programme is the way in which the employee behaviours are addressed. Changing employee's behaviour and improving their performance is a critical part of the change management process. Our a2B5R® Model systematically supports the transition of the employee behavioural change from the current state 'a' to the future state 'B'. The model specifically supports the a2BCMF® – Step 8 – Develop New Skills and Behaviours. During the definition step the few new critical behaviours will have been defined and they will be developed along with the new skills.
The a2B5R® Model is based on over thirty years of international change experience and brings together leading practice in employee behaviour change. It follows a structured approach, processes, techniques and tools that focus and support the employee through organisation change implementation.
The five key steps focus purely on the human behaviour side of organisational change:
"If you do not change employee mindset and behaviour, you will not get organisational change"
The a2B5R® Employee Behaviour Change Model is part of our a2B Change Management Framework® (a2BCMF®) which is used to support organisation and leaders to implement structure programme change.
Recognise: To officially accept that there is a problem with the current behaviours within the organisation. This may require analysis of the current behaviours and any challenges this causes. It is important that the change team recognise the current behaviours and the impact they could have on change implementation.
Redesign: As a change team, agree to redesign the new solution and define the few new critical behaviours. A selection of employees should be involved at this stage. If the few new critical behaviours are not developed, then the employees will automatically fall back to the old way and their inherent behaviours.
Resolve: The change team, supported by the selected employees, make a resolution to implement the few new critical behaviours. Piloting the new behaviours, collecting feedback and making necessary modifications will increase full implementation success.
Reinforce: Psychologists have long known that behaviour often stems from direct association and reinforcement. The change agents, leadership team and sponsor should reinforce the new behaviours by first modelling them, as well as intervening to provide feedback to employees when behaviours are not being exhibited, and rewarding them when they are.
Replicate: Continued implementation of solutions to achieve the future ‘B’ state, ensuring they are replicated during normal day-to-day operations to become the new way of working and normal expected behaviour.
“To solve the employee behaviour problem, the organisation must recognise there is an issue. The new behaviours need to be redesigned, a resolution made to implement them, replicate them and reinforce the new way”