Catalyzing employee engagement during organizational transformation

The evolving nature of organizations is increasingly becoming visible as the new economic and technological changes impact the business ecosystem. Transformation is an inevitable reality for today’s businesses, and the pace of change has never been greater. Changes can be relatively minor such as the introduction of a new training course, or quite major such as fighting off a hostile takeover. Nevertheless, while organizational changes are not new, their speed and intensity can trigger substantial and impactful consequences in management approaches and human resources practices. 

An `open-door' outreach, regular employee cohorts, and frequent check-ins with employees provide an outlet to exchange suggestions and make the change process collaborative and purpose-driven 

Any transition can present a demanding situation for employees. For instance, during a period of re-organization, employees battle with strong feelings of uncertainty and insecurity, while some struggle to adapt to the pace of change. Increasing change fatigue also generates problems in the workplace. And years of observation and experience have led me to believe that there is no ‘one-size-fits-all’ approach to mastering employee management during times of transformation.  When conditions get volatile, communication channels often take a hit along with the fear of the future. As leaders, we need to make substantial efforts towards providing a seamless employee experience and ensure change is effectively implemented across the organization. 

Setting the tone and leading by example:  Since change decisions begin at the highest level, the onus is on the leadership to guide employees through major organizational changes. Leaders who are focused more on the business implications of the transformation have the tendency to unknowingly fuel tension with their employees instead of finding ways to engage them in the change. Building leadership credibility through actions is the starting point. Additionally, managers should ensure that change isn’t imposed — employees and teams need to be empowered to find solutions that work.

Build a culture that binds the workforce: During unsettling times, it may appear to employees that their efforts are not appreciated by the leadership. Encouraging employees to take ownership of decisions to serve the customer or tackle crucial challenges equips them with a sense of accountability and helps shift habits towards new ways of working. It is also imperative to facilitate constant communication to address any fears, apprehensions, forthcoming challenges, and opportunities. Ensuring that all employees feel their voice is valued and taken seriously is critical. An ‘open-door’ outreach, regular employee cohorts, and frequent check-ins with employees provide an outlet to exchange suggestions and address concerns. This ultimately makes the change process more collaborative and purpose-driven across levels and helps employees feel that they are actively supporting major organizational change. 

Put inclusion at the heart of employee engagement: During a transformational phase, when tensions run high, it becomes important for leaders to serve their teams. Proactively listening and implementing policies that cater to the needs of the frontline workforce is vital to optimizing adaptability among employees. Policies like flexible working provisions and sabbatical arrangements catalyze productivity and efficiency at an individual level; maternity and paternity leaves enhance overall employee well-being while a multi-generational and gender-diverse workforce nurtures creativity from a richer pool of viewpoints. Collectively, all of this translates into a purposeful work environment. 

Turn to technology to change your approach: Technology at the workplace is one of the best ways to create positive employee experiences. Work will be done in teams, irrespective of the hierarchy. Technology increases flexibility and empowerment for decision-making. Meanwhile, AI-based interventions that enable organizations to address employee concerns promptly can create high performing networks of teams. However, the usage of technology should not be limited to employees alone. 

Focus on the full-circle and not the pieces alone: Every situation is unique and every organization is different — but what underlines each situation is the fact that focused and purposeful employees hold the key to competitive advantage for the organization.