How can you effectively manage change in job evaluation?

En los procesos de cambio, siempre es importante identificar que es clave para las personas y como se impactadas o beneficiadas, por dicho cambio. Al reconocer estos elementos podremos conectarlos con la evaluación de desempe?o para generar una movilización del cambio del empleado, frente a lo que queremos como organización y así aumentar su desempe?o en la compa?ía

To effectively manage change in job evaluation: Communicate reasons transparently. Involve stakeholders in the process. Provide training and support. Ensure fairness and equity. Pilot test before full implementation. Address resistance promptly. Monitor and evaluate continuously. Align with organizational goals. Communicate results transparently. Celebrate successes and milestones.

It is important to know if you have a problem to solve or a solution to implement. If given a problem (e.g., a need to increase productivity), then bring in all relevant stakeholders to explore the context, implications, and possible solutions. If presented with a solution (e.g., a change in job evaluation), then uncover if this solution is being driven by the organization or a person(s), as well as how much of the problem is actually understood. If driven by the organization (e.g., strategy or KPIs), lead from a place of shared purpose - bring people together based on role. If driven by a person(s) (e.g., ambition), lead from a place of innovation - bring people together based on influence. From there you can gain buy-in and support.

Para mí el método más adecuado, es primero escuchar y entender qué está pensando el empleado de determinado cambio y como esto afecta o lo beneficio. A partir de una escucha activa y empática, podemos generarle valorar al empleado en las conversaciones de desempe?o y en las conversaciones de manejo del cambio para que él conozca y comprenda cuáles son esas expectativas que se tienen y cuáles son esos logros que se quieren alcanzar a través de la estrategia de cambio

Once you know the 'Why' (the problem), the 'What' (the solution), you can start to figure out the 'How' (the method). This is like selecting the navigational system you will use to get from Point A to Point B, you'll need to setup some guiding principles (will you be transparent, cost-conscious, innovative?) as well as understand the road ahead (aka the data). Start to identify: - What does each impacted stakeholder group want? - What are the non-negotiables vs nice-to-haves? - What has high impact and is easy to implement? As long as you know where you're going, the 'How' will have endless possibilities. The 'What' and 'Why' will only change if the external factors influencing the decision for a specific solution change, themselves.

In my experience, to effectively manage change in job evaluation, clear and transparent communication is essential. Utilize multiple channels such as company-wide emails, team meetings, and interactive workshops to ensure that employees understand the reasons behind the change, how it will affect them, and the expected outcomes. Provide opportunities for feedback and address concerns promptly to foster a culture of collaboration and trust. By communicating openly and consistently, you can mitigate resistance and facilitate a smoother transition, ultimately ensuring that employees feel valued and engaged throughout the process.

En los procesos de cambio, la comunicación es la principal herramienta para lograr los resultados esperados y alcanzar el estado esperado después del cambio. La comunicación debe ser clara transparente y asertiva y adicionalmente se debe escuchar a las personas que están en el proceso de cambio para poder suplir sus necesidades y lo que necesiten.

Communication (verbal and non-verbal) is only as good as the leaders who are willing to actively and visibly engage in it. My framework for leaders consists of three things - (1) Role Model, (2) Reward, and (3) Reinforce. If a leader can communicate and signal the right behaviors in these three ways, the change will happen. Where and how to communicate this way will depend on the communication channels available in an organization. Leverage any available date to evaluate the most successful mediums - All Hands Calls, Blogs, Ask Me Anythings, Online Resources, etc. How transparent those comms are, is up to the leadership team and the culture. The best leading indicator of success will be alignment to the why - aka no mixed messages.

Este es el proceso más relevante cuando se va a hacer una valoración de cargos diferentes: la gestión del cambio. Es importante que las personas que están involucradas entiendan la razón por la cual se hace el cambio, pero adicionalmente las implicaciones que esto puede tener en términos de responsabilidad, de beneficios, de compensación, y como esto puede afectar o beneficiar a la persona en largo plazo. Hay que identificar cuáles son las personas que tienenun mayor impacto y de esta manera hacer un trabajo individual con ellos

As mentioned before, my framework for leaders to be successful catalysts for change, consists of three things - (1) Role Model, (2) Reward, and (3) Reinforce. - Role modeling means exemplifying the mindsets and behaviors you want your employees to demonstrate. If you want them to engage in new processes, you too need to engage with those processes. - Rewarding means using formal recognition mechanisms by which to highlight the employees who are successfully adopting the change. - Reinforcing means disrupting old habits on your teams and reorienting employees to the desired new behaviors. This is cruz of most change programs, the comms, engagement, and learning.

I often find that change teams either (1) miss an opportunity to build the measures of success upfront; (2) miss an opportunity to report out on them at the end; or (3) both. Pulling in financial, productivity, functionality, and sentiment data is key to benchmarking and reporting throughout. In order to adjust or replicate various change practices, for the betterment of the organization, you have to know what did (or did not) work. This is easily measured with an ongoing dashboard of the key leading and lagging indicators, which can be used to take a pulse of the program over time (not just at the beginning or end). Then you have more real-time opportunities to lean into what is successful, move away from what is not, and pivot if needed.

Here's a breakdown of how to effectively manage change in job evaluation: Identify the Need: Analyze what's driving the change (ex: market shifts, new roles, organizational restructuring). Choose a Method: Select a job evaluation approach that aligns with the change drivers and your company goals. Communicate Thoroughly: Explain the 'why' of the change to all stakeholders and clearly outline how it will impact them. Implement Smoothly: Provide training and resources to those involved in the updated process. Review and Adjust: Monitor the effectiveness of the changes and be open to further refinements as needed.

In my experience it is all of the above factors are necessary for job evaluation, starting from monitoring the factors to effectively communicating the change to see its final impact on the effectiveness and efficiencies of the people doing that job.

Gestionar eficazmente el cambio en las evaluaciones de puestos de trabajo requiere una planificación cuidadosa y una comunicación clara. Se debe involucrar a todas las partes interesadas desde el principio, asegurando su comprensión y aceptación del proceso de cambio. Además, es importante considerar cómo afectará el cambio a los empleados y proporcionar apoyo adecuado para mitigar cualquier resistencia o preocupación. La formación y el desarrollo de habilidades son fundamentales para ayudar a los empleados a adaptarse a los nuevos criterios de evaluación y asegurar una transición fluida. Por último, monitorear y evaluar continuamente el proceso de cambio, realizando ajustes según sea necesario para garantizar su efectividad a largo plazo.