Change Adoption - Aligning the Employee and Organisation

Updated: Dec 4, 2021

Achieving Change Adoption in a major organisation change or transformation has mixed success and the ROI benefits are not always realised. The main objective of any change project is to deliver improved future performance by facilitating and enabling step improvement, from the current “a” state to the future improved “B” state. The improved future “B” state is about getting Change Adoption. It is about providing the employees with the new skills, behaviours and motivation so they are aligned with the organisation’s processes and systems. Leadership and sponsorship are key enablers to change success, articulating why the change is necessary and how it links to the strategy. Communication is one of the key levers to deliver successful Change Adoption, it is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation that is imperative for successful change.

Change Adoption, "For Change Adoption to be successful, leadership need to ensure employees are supported to develop the new skills, behaviours and motivation that delivers improved future organisation performance” ~ Peter F Gallagher, a2B AUILM, a2B AUILM Employee adoption model, a2B5R® Employee Behavioural Model, a2B5R, a2BCMF, a2B AUILM Peter F Gallagher Author of “The Leadership of Change”, The Leadership of Change – volume 1, The Leadership of Change Fables, #LeadershipOfChange, Enabling the leadership of change, enablingtheleadershipofchange.com, a2B Advisory Consulting, www.a2B.consuling, Peter F Gallagher, PeterFGallagher.com, Peter F Gallagher Speaker, If you do not change employee mindset and behaviour, you will not get organisational change" ~ Peter F Gallagher, #LeadershipOfChange, Peter F Gallagher Change Management Expert, Peter F Gallagher London & Edinburgh, Global Speaker, Peter F Gallagher London & Edinburgh, Change Consultants London & EdinburghTraining, Change Improvement, Enabling step improvement, Sarah L Gallagher, Change Management, Change Management Framework, a2BBIS, [Author: Peter F Gallagher], +44 75 4147 2955, +44 75 4401 2510, peter.gallagher@a2B.consulting, London office: Kemp House, 152 - 160 City Road, London, EC1V 2NX, Edinburgh Office: 8/1 East Suffolk Road, Darroch House, Edinburgh, EH16 5PL, Change Management Practitioner Training, Change Management Sponsorship Training, , Business Improvement Consultants London & Edinburgh, Lean Consultants London & Edinburgh, Training Certification London & Edinburgh, Training Certification, Training Accreditation,

“For Change Adoption to be successful leadership need to ensure employees are supported to develop the new skills, behaviours and motivation that delivers improved future organisation performance” ~ Peter F Gallagher


Employees:

The most important element of a successful organisation is its people, employees are an organisation’s key asset and offer core competitive advantage. Without them adopting the change, the organisation will not improve or make a return on their investment (ROI). Employees are the customer interface to deliver client value. Organisations that actively manage and nurture their client relationships are creating greater value for their shareholders. Change success will be accelerated by ensuring employees understand the strategy, have the right leadership as well as the new skills, behaviours and motivation.

~ New Skills: Developing the new skills and competencies is critical if employees are to carry out their new or modified roles using company processes and systems. The organisation must allocate a training budget that covers Training Needs Analysis (TNA), training design, delivery, coaching and assessment to ensure the required skills and competencies are in place

~ New Behaviours: A few new critical behaviours should be outlined early in the project as part of the change definition. It is vital that the sponsors, leaders and management visibly model these new behaviours themselves, right from the start of the project. They should articulate the connections between new behaviours and organisational success to the employees so they become part of the new culture and DNA of every employee

~ Motivation: With new skills and behaviours defined, the final part is to check the employees are motivated to ensure they are positively focused in doing their part to improve organisation performance. The organisation should put in place rewards for positive performance, cascaded from the Balanced Scorecard through to the employee’s Annual Personal Performance Plan. Provision should be made to ensure any remaining resistance is addressed appropriately with timely interventions to ensure success.


Sponsorship:

Effective and proactive sponsorship is one of the most important elements in project success and Change Adoption. In fact, without sponsorship the change project will eventually fail. There are three key elements to support change success: ‘Say’, ‘Support’ and ‘Sustain’.

~ Say: Sponsorship starts with providing vocal support for the change. The ‘Say’ is the foundation and is all about communicating the business case for the change to all affected stakeholders with special focus on the employees to ensure Change Adoption.

~ Support: Having built the foundation of communication, ‘Support’ builds on the ‘Say’, and it is in this element that the sponsor starts to actively and overtly support the change. The sponsor’s role is to ensure there is a budget to develop the new skills and competencies of the employees.

~ Sustain: Recognise and reward those who adopt new skills and behaviours as well as ensuring the employees remain motivated. Sponsors should also monitor Change Adoption across the organisation and perform the difficult task of intervening when the change is not being adopted.


Communication:

Communication is one of the key levers to deliver successful Change Adoption. Communication should be a continuous process throughout the change and should start by providing an understanding into the business case for change and how it is aligned to the vision, mission and objectives. It is difficult to over communicate but a lack of communication breeds uncertainty, rumours, suspicion and resentment. Effective communication will use multiple channels, it will provide information quickly with clarity and will have a feedback loop that allows time for people to ask questions, request clarification and provide input. Communication should motivate and align employee roles with the change. Employees should feel valued, listened to, an important part of a cohesive team working towards a change common goal. These highly motivated employees will then be empowered and understand how their role delivers customer requirements and organisation success.


Leadership: