How To Prioritize Employee Well-being in Transformation Efforts

The modern workplace is no stranger to change. Organisations constantly undergo various transformations to stay competitive and adapt to evolving market conditions. However, a recent study by Gartner highlights a concerning trend: employees' willingness to support enterprise change has significantly declined over the years. In 2022, employee support for change initiatives stood at a mere 43%, compared to 74% in 2016. This decline in support indicates the urgent need for leaders to prioritize employee well-being and manage change fatigue effectively. In this article, I will explore strategies based on a recent Harvard Business Review article to foster sustainable change efforts while prioritizing employee well-being in the workplace.

Understanding the Transformation Deficit:

The gap between the required change effort and employee change willingness is referred to as the "transformation deficit." It can hinder an organisation's ambitions and undermine the overall employee experience. To address this deficit, leaders must recognise the impact of change fatigue and its consequences, such as decreased engagement and increased attrition rates. Acknowledging this gap is the first step toward building a more resilient workforce.

Prioritized Change:

Leaders must guide employees by clearly communicating the organisation's backlog of priorities, including change initiatives. This transparency helps teams effectively manage their energy and efforts, preventing burnout. Sharing the most important projects and initiatives beyond the leadership team discussions enables employees to make informed decisions about where to focus their attention and efforts.

For example, organisations like The Cooperators have found success in publishing their priority progress list to all employees regularly. This visibility allows employees to understand the strategic direction of the organisation and make informed judgments about where to invest their energies.

Managing Change Fatigue:

While organisational change management (OCM) is crucial, fatigue management is a new aspect that executives must focus on. To prevent change fatigue, three key actions can be taken:

• Building in Proactive Rest: The collapse of the work-life boundary, especially during remote and hybrid working, demands a proactive approach to rest. Organisations should embed rest into workflows, providing options like no-meeting days, defined working hours, planned "down time" within projects, or all-company days off. Rest that is available, accessible, and appropriate contributes to increased employee performance and significantly reduces burnout rates.

• Open-Source Change Management: Engage employees as active participants in change planning and implementation. This approach involves involving employees in decision-making processes, shifting implementation planning to employees, and fostering two-way conversations throughout the change process. Open-sourcing change management increases the likelihood of successful change implementation and strengthens the commitment to change within the workforce.

• Reimagining the Role of Managers: Instead of burdening managers with championing every change, leaders should empower them to act as resilience builders. Managers can support their teams by building their ability to navigate change independently. This involves identifying employees' strengths and motivations and connecting them with colleagues who can serve as mentors or role models. By fostering a culture of learning and peer support, managers enable employees to adapt to change more effectively while protecting their own performance.

The current pace of change in organisations demands a holistic approach that prioritizes employee well-being and addresses change fatigue. By implementing strategies that focus on prioritized change, managing fatigue, and reimagining the role of managers, organisations can achieve sustainable transformation while safeguarding employee well-being. Emphasizing open communication, rest, employee involvement, and resilience building will not only enhance change success rates but also create a positive employee experience. As we navigate the challenges of 2023, let us recognise the importance of supporting employees through change and fostering a culture of well-being and adaptability in the workplace.

The full article can be found at https://hbr.org/2023/05/employees-are-losing-patience-with-change-initiatives