At Yoomi we are always thinking about how we get better at what we do. We know that considering performance, wellbeing and employee engagement in the change process is vital to ensuring that it runs as smoothly as possible and achieves its objectives. How nice would it be for all concerned in a change process to sleep well at night? Would checking in regularly, gathering regular feedback and knowing how one is feeling about what they need to do throughout a change process make a difference?
We worked early on with a ‘change guru’ to get his perspective on what questions, from a performance and engagement angle, would be best to ask when managing change. We worked together to develop ten key questions, that when answered, would highlight what the level of employee wellbeing was during
the change initiative. When he reflected on the final questions, the change guru’s litmus test was that he needed to know that those ten questions would allow him to sleep well at night whilst managing a multi million pound project.
Companies spend many millions of pounds on change management programs with differing ROI. Some provide greater ROI than others but rarely is 50% of every pound/dollar spent returned. Is there possibly a way to be closer to the employees and the managers in order to build a tighter change team that is able to deliver better ROI for the organisation?
How do we look at this differently? What more can we do to make a change program effective and achieve optimal performance? Do we have enough intelligent data available to manage people doing the change and those going through the change? Are we having intelligent conversations with our employees to know how they are feeling about the change from any perspective that is relevant to them?
Understanding employee engagement in the change process is about discovering how invested individuals are in it. You want to establish whether or not they have a positive emotional connection to the program, and how that is reflected in their behaviour. A highly engaged employee will recognise how the potential benefits of a change program, are committed to making the process work for them, and will pursue all relevant opportunities. In contrast, a disengaged individual doesn’t envision a positive outcome for the change process and so sees little point in getting actively involved. Their disengagement can breed a negative atmosphere within the team, increasing the risk of others disconnecting from the change process.
At Yoomi, we believe it is time for more immediate and spontaneous data on performance, wellbeing and employee engagement to truly gauge how people and teams are feeling and how they are performing. Regularly drawing on all three data sources (performance, engagement and wellbeing) will capture the true impact of your change initiatives. Remember, all three elements are linked and you can’t consider one without the other. We believe you need to have a holistic view of each person within your workforce
It’s time we knew the degree to which everyone involved in your change initiatives understands and agrees with the change and why it is happening, understands the role that they need to play in making the change a fantastic success, and whether they’re being supported with everything they need. Together, we can improve employee engagement in the change process.