What do you do if your change management efforts are not improving employee engagement in the long run?

Change management efforts require regular evaluation to ensure you are using/deploying strategies and tactics that work for the audience you are trying to engage. A step back to evaluate the change management engagement efforts through gathering feedback from those impacted in a variety of ways (focus groups, online surveys, through change champion groups, etc.) will help to get you back on the right track.

I think a lack of such understanding is why a detailed analysis of the effectiveness of your change management efforts should be initiated. In my experience, various techniques, including surveys, interviews, focus groups, and observations, must be incorporated to gain multifaceted feedback on this issue. Identifying the symptoms denoting the problem is essential: low morale, increased turnover, limited performance results, and the emergence of communication breakdowns. Simultaneously, assessing the factors contributing to these issues is necessary: unclear objectives, insufficient support from stakeholders, problems in the training process, and misalignment between the promoted values and stakeholder expectations.

From my experience, I have found a common root cause regarding why change management are not successful. For change, one needs to first capture the mind and hearts of the team BEFORE the use the hands to do something. The best way is to always focus on solving PROBLEMS that deliver clear OUTCOMES. If a retailer has a stockout problem and a team realizes the outcome of eliminating that problem…you then have minds and hearts….repeat with similar problems….change management….

It's important to evaluate the situation comprehensively by gathering and evaluating data on employee engagement levels. To achieve that, I conduct surveys, interviews, and focus groups to uncover the underlying causes of disengagement. This step is critical in pinpointing the specific areas requiring attention and allows us to customize our interventions accordingly.

First identify the catalyst of the change: is it driven by innovation, restructuring, transformation, or even a transgressive need? This initial identification helps tailor the approach effectively. It's essential to question whether the current state of change management—both in theory and practice—enables the organization to achieve its objectives or if it aligns with the learning effect principle. This principle suggests that with growing experience in designing and implementing changes, an increase in effectiveness should be expected.

When achieving success in any endeavor, being flexible and adaptable is essential. This is especially true when implementing a change strategy. If engagement levels are stagnating or declining, it's time to revisit your approach. Consider adjusting your goals, methods, or timeline based on new insights. Remember, what worked at the start may not be as effective as the change progresses. By staying open to new ideas and adjusting your approach when needed, you can ensure that your change strategy is successful in the long run.

To reinforce my actions, I'll communicate and show visible support from leadership. Celebrating small wins and recognizing individual contributions are strategies I use to sustain momentum. It's about keeping the energy alive and showing that every effort counts toward the bigger picture.

I think that instead of reinforcing actions only if things do not go as planned and employee engagement is low, it is probably wised to consider this as part of your standard change timeline. To share an example from personal experience: on a digital transformation project I worked in the past, the change timeline included an embedment period. The embedment period was in between implementation and close-out. It basically served as an additional period of time to reinforce the change, provide additional resources and support and make sure our stakeholders feel equipped and prepared to use the new tools.

When re-energizing your workforce, a one-size-fits-all approach won't cut it. We use a personalized strategy to help employees feel heard and valued. With my proven track record of creating collaborative workshops and innovation labs, I can ensure your teams have a direct say in the direction of change initiatives.

The idea of learning and development is definitively very appealing to people and it can re-energise them towards a change initiative. In a constantly evolving business environment, people would like to feel that the change is actually contributing to them advancing and developing new skills. And to make it more tangible, in one of my past projects, we issued CPD-like certificates to stakeholders. These certificates were included in their company’s online platform (so records would not be lost) and could be used to support promotion and general career conversations.

Engagement needs to be constantly evaluated and reassessed to be valuable. Often by the time results from the last engagement survey have been tabulated there are new issues that are most pressing. Therefore, its best to look for trends and identify ways to handle them accordingly versus focusing on one off issues.

The reality often shows that the actual impact of changes does not match initial expectations, with the long-term implementation success rate hovering around 30-40%. This highlights the need for continuous reassessment and adaptation of goals, structures, resources, and competences to ensure the organization can efficiently respond to internal and external uncertainties. This process is not just about implementing change but fostering an environment where change management is an integral part of the organization's DNA, aiming to improve efficiency, meet client and stakeholder needs more effectively, and navigate the ever-present uncertainties.

Indeed, change is constant, and what was effective yesterday may not be suitable for today's environment due to evolving organizational needs. Reevaluation of the context using tools like PESTLE and SWOT analysis is essential when facing such situations. This process allows for a thorough examination of external factors (PESTLE) and internal strengths, weaknesses, opportunities, and threats (SWOT), which often leads to initiating another cycle of change to adapt and thrive in the current landscape. This iterative approach helps organizations stay agile and responsive to changing circumstances.

In my humble opinion, change is inevitable within a company’s structure and functionality. It’s something they must embrace fully and at all times but at the right occasion. When assessing what necessary changes need to be made, a huge focus should be casted on the long term goals and not the instant milestones trying to be achieved. This May veer the off course completely. Also, employers and employees need to be coached on flexibility, how to improve the quality of their services and how to be quickly adaptable to change in order to assimilate the potential changes at a record time and keep progressing towards the company’s objectives. A great example of a company for case study is @microsoft.

Too many companies embrace "quick fixes" when it comes to employee engagement. They pass out candy, provide discounted gym memberships, and allow employees to wear jeans to work. These are perks, not an engagement strategy. If you want to improve employee engagement, place emphasis on what makes you more interested in your job. Specifically, leverage the three pillars of employee engagement: - Serving a Valuable Purpose - Being Empowered to Deliver Results - Working in a Fulfilling Environment

Traditional, cascade models often overlook the dynamic conditions and the emotional landscape of employees. Engagement wanes when the focus is solely on the project's scope, time, and cost, neglecting the 'soft' factors crucial for motivation and cooperation. To address this, integrate soft and hard factors by recognizing and adapting to the emotional responses of your team. Continuous adjustments to technical, organizational, market, and legal conditions are necessary, acknowledging that post-implementation, corrections and tweaks are part of the change process, not signs of failure. This adaptive approach can reinvigorate engagement and ensure the change is meaningful and lasting.

If change management efforts are not improving long-term employee engagement, conduct a thorough analysis to identify underlying issues. Address any cultural or structural barriers that may be impeding engagement. Involve employees in decision-making processes and provide opportunities for meaningful contributions. Continuously monitor and adapt strategies based on feedback to ensure sustained improvement in employee engagement.