What do you do if your employees are disengaged during organizational change?

It's completely normal to resist change as people don't wanna leave a comfort zone they surf it wonderfully. To drive them out ,you have to engage in active listening and foster a culture of discussion before u start the process. Try to let them realise what could be won by embracing the proposed change. Expose the deadliest 7 words in management " WE HAVE ALWAYS DONE IT THIS WAY" and avoid at all cost being stuck there. Remember, many fear change because it may expose their lack of competence, therefore try to ensure a proper training.

Si hay un cambio organizacional y los empleados están "desenganchados", desmotivados o no alineados con el mismo hay que plantearse muy bien acciones para entender las razones y, en mi opinión, hay que poner en marcha una buena campa?a de comunicación tanto a nivel corporativo como individual. Porque como no se elimine ese problema podríamos estar frente al principio del "final"...

It's quite common for employees to disengage during organizational changes - I'd argue that it's natural. To understand how to better address this challenge, it's important to maintain key objectives and personnel that can re-iterate the changes being made, articulate the "why," and ensure that employees are perceiving these changes as positive on the organization, their role, and their general objectives. To assess the situation - talk to people like a normal human being.

To address employee disengagement during organizational change, it's crucial to first understand the root causes. Begin by assessing the extent of disengagement and examining leadership's clarity on the change. Equip managers with Q&A documents to support consistent, transparent communication. Foster open dialogues through regular open mic sessions, allowing employees to voice concerns and ask questions directly. Ensure everyone understands how the change impacts their roles and benefits them personally. Measure the effectiveness of these strategies to adapt and refine your approach, truly engaging employees by addressing their specific concerns and motivations.

Right articulation of the situation and synergy in communication and choice of right people will be an added advantage apart from the above description. Need to understand the system which governs employee relationships and engagement to decipher underlying culture due to the systems, process and policies.

To me, at that step it's critical to say what's known and what's unknown too. We can't deny we are all living in a VUCA* world. VUCA= Volatility - Uncertainty - Complexity- Ambiguity. Such a clarity opens door to commitment and co-creativity.

Communication is absolute key. Change can be uncomfortable, but it is essential to have all employees on the same page to move forward during an organisational change. The Leadership Team with HR should clearly communicate the reasons for change, the benefits/impact it will bring to the org, and steps they would be taking to support each of the teams in adapting to the change. Creating a safe space for employees to address any queries or concerns they may have, through Townhalls, Skip Meetings and 1:1s, will help build trust and reduce the anxiousness among the new org changes.

Clear and transparent communication is essential during organizational change. It's important to explain the reasons behind the changes, the benefits they are intended to bring, and how they will specifically impact each employee. Use straightforward language and provide detailed explanations to prevent any misunderstandings. Offering regular updates can reduce anxiety and foster trust among your team. Additionally, effective communication isn't just about delivering information; it's about encouraging a two-way dialogue. Give employees opportunities to ask questions and share their thoughts and concerns. This approach not only helps in clarifying details but also makes employees feel valued and involved in the transition process.

The benefit of changes are to be communicated to the entire team such a way that it makes an positive impact . Such a positive spirited communication makes individual committed .

Is change being prescribed to employees or has someone bothered explaining why/how it will help them? Typically, we are programmed to respond using one of the fight-flight-freeze responses as a reaction to change. To address this, share the positive impact of change (or your plans to mitigate the negative impact of change) and let employees participate in the process. Someone else might have a brighter idea on how to make things change faster or better. Even if that's not the case, simply feeling involved will increase support for change from the employees.

Employees feel frustrated during change plans. They feel these fluctuations and waves will negatively affect their performance and their authority. Organizations should use the services of external change agents. They may help the company to transit change period with minimum consequences. We should not only train employees but also involve them directly in change process. We should design a clear vision of our company what our company will look like after change has happened. This vision should be encouraging to employee.

(Large) organizational change only stick if it is designed by the employees. Partizipation and engagement are key to success!

El personal que se contrata en las empresas, es porque de acuerdo a su perfil, cubre adecuadamente alguna posición, donde por supuesto, debe demostrar que es competente para realizar las tareas asignadas, sin embargo, no solamente alquiló sus habilidades físicas, también está incluido su infraestructura personal completa, es decir, viene incluido el razonamiento, la intuición, el análisis, el liderazgo, entre otras muchas capacidades individuales, por lo que se le debe dar oportunidad a todos los miembros que aporten sus ideas para una mejora continua del equipo, y por consecuencia, de ellos mismos y de la empresa. ?Es cuanto!

Involving employees in the change process is a powerful strategy to enhance engagement. When team members have a say in the changes, they are more likely to support and commit to the initiative. Encourage them to share their ideas and involve them in decision-making processes where possible. This approach not only utilizes the collective expertise and insights of your team but also fosters a sense of ownership and responsibility towards the changes being implemented. By making them active participants, employees are more invested in the outcome and more motivated to contribute positively to the organization’s new direction.

Identify the entropic factors,processes, policies that can derail, deter and detrimental to organizational change objectives and provide quick and hyper-personalized support for winning trust and confidence.

Being available to help people’s growth not necessarily means to sit at their side and chase each and every movement from these persons. Shadowing is valuable but do not confuse this with micromanagement. As soon as people know how to perform their daily routines and tasks, it’s important to trust them and give them field to act their own manner. A good approach is to define tavern dates and times for specific deliveries and chase with them scheduling planned checkpoints periodically until the task is done. Exposing availability to help of needed, even thought previously to these checkpoints is also a valuable strategy!

The leader or top level manager should be ready to offer support at required time . This can happen by continuous monitoring of team performance , the leader should render a supporting hand at critical time that boost the morale of the team

This issue in providing support has to do with this commitment of the employee, since if each of the sides are embracing the new cause, of course, the leadership has as a parameter who will be adapting with the new rules, statutes, finally,ining that this support can transmit security detailing how their function will be adjusted for example. Therefore, guidance is a serious and anticipated path in the company's programming.

There is a simple way of how the employee can understand that his participation is this link so that the company is more and more successful. Therefore, leadership can do with this recognition for the efforts of each follow in such a way that in the transition and institutional change its value is a positive point. Therefore, incentives are reactions that keeps the vision of an employee able to show his best. The suggestion is to list your best performances that have been well managed and expand them with good recommendations.

Many studies highlights that people tend to strongly and consistently deliver results, when their efforts are accurately recognized and rewarded! It’s a matter of trust and reciprocity. That do not necessary mean that management and leadership need to pay money or offer additional vacancies for these whom outstandingly deliver their results. There are many others ways to recognize an well executed task or activity. Honored mentions at companies newsletter, exposing to all people team members, the importance of these outstanding people’s achievements are also a good manner to recognize these persons!

En alguna ocasión me dijeron: "... reconozco tu esfuerzo, pero no te voy a felicitar cada vez que hagas algo bien, porque para eso fuiste contratado..." Y eso, en lugar de desmotivarme, me dio la mentalidad de retarme a mi mismo para dejar de pensar como empleado, y comencé a pensar como empresario, por lo que ya no hacía las cosas bien, sino que fui mejorándolas, aportando ideas y soluciones a las situaciones que se presentaban. El resultado, incrementar las utilidades de la empresa en mi área, logrando reducir costos y tiempos de entrega. Y finalmente mi esfuerzo se reconoció cuando recibí las llaves de un auto del a?o a mi nombre y el puesto como Director de Supervisión en esa empresa. Comienza a pensar como empresario. ?Es cuanto!

The important point in managing the team is motivation , the leader should always appreciate the right contribution . A small recognition keeps an individual motivated and they can deliver the results voluntarily

Recognize Efforts: Acknowledge and appreciate employees’ efforts during the transition. Honored mentions at companies newsletter, exposing to all people team members, the importance of these outstanding people’s achievements are also a good manner to recognize these persons!

Foster a culture of collaboration and teamwork to help employees support one another. This can help build resilience and a sense of unity among the team.

Addressing disengagement during organizational change requires proactive communication, empathy, and support. Start by understanding the reasons behind their disengagement through open dialogue and feedback sessions. Provide clarity on the change process, its purpose, and how it impacts them. Offer opportunities for involvement and input to empower them. Additionally, provide resources for skill development and emotional support to navigate the transition. Recognize and celebrate small wins to maintain morale and momentum.

Takes time to stop and think about what is happening, but make sure you do, will help on getting your change to be more effective. Make sure to get in touch with organization informal leaders, those that don't have a formal org structure position, but are key. If you add them to the process you'll have better chances of impacting moral in a good way.

Prevent disengagement. It makes life easier for everyone involved. Disengagement is a symptom of unproductive environmental conditions. Sometimes those conditions cause disengagement and sometimes they just make it more likely that disengagement will occur. Distrust of leaders and leadership practices, lack of inspiring Purpose, ambiguous and conflicting expression of Values, burnout, lack of community, and lack of attention to individual differences and desires all create conditions that host disengagement.

Tivemos um momento importante que chamamos uma colaboradora para mediar uma situa??o de discordancia e foi muito produtivo para a empresa.