MANAGING CHANGE
PEOPLE RESIST CHANGE--WHY?
People react negatively due to
-loss of security
-reduction in income
-reduction in responsibility
-reduction in authority
-dent in pride
-loss of contact with important people
-loss of freedom
-loss of good working conditions
-loss of status
-feels there is no need to change
-no need for change
-bring more harm then good
-loss of respect
-lack of consultation
-creates more burden
-could not provide any input.
-requires extra effort without reward.
-poor timing
People who resist change , often show behaviors like
-argue
-blame
-criticise
-avoid communication
-delay everything
-provide lots of exccuse
-sulk
-fight
-strike
-resign / go
-show indifference
-tension
-superiority
-anxiety
-not listen
-show outbursts
-remain silent
-sarcastic remarks
-show inflexibility
==========================
PEOPLE ACCEPT CHANGE--WHY?
People react positively due to
-gain in security
-increase in income
-more responsibility
-added authority
-gain in status
-more contact with important people
-more freedom
-gain good working conditions
-gain in prestige
-feels the need to change
-desire for change
-bring more good
-gains more respect
-others seek consultation
-creates more satisfaction
-could provide input.
-rewards for extra effort
-good timing for change
-a new challenge
People who respond to change , often show behaviors like
-asking questions about change
-listen intensively
-analyse the situations
-negotiate terms
-compromise
-agree
-make decisions
-discuss openly
-find alternative solutions
-show creative problem solving
-take action
-show humour
-show optimism
-cooperate
-show enthusiasm
-make action plans
===================================
MODEL FOR CHANGE [ Trying to influence your own mind]
1.Study the nature of the change.
2.Monitor the external factors that are positive on change
and negative impact on change.
3.Study the reasons for change / benefits.
4.Identify the positive reasons, such as challenge/opportunities
/ benefits.
5.Prepare a tentative plan.
6.Analyze the probable reactions.
7.Prepare a carefully constructed , cohesive plan.
8.Establish the time table.
9.Identify means to overcome obstacles / short comings.
10.Create a clear picture of future situation.
11.Implement your plan.
12. Keep evaluating the change program.
=====================================
MODEL FOR CHANGE [ Trying to influence others]
1.Explain the reason for change with facts. If there are risks ,
acknowledge them but explain why it is worth taking the risks.
2.Objectively explain the benefits that could result from the
change.
3.Get ready and sell the benefits at all times.
4.Anticipate objections.
5.Listen in depth.
6.Seek questions and clarifications / answer them.
7.Invite participation and ask for suggestions .
8.Avoid surprise because this stirs up unreasoning opposition.
9.Acknowledge the rough spots and show you plan to
manage them.
10.Establish a timetable.
11.Set standards and explain your expectations.
12.Contact the informal leaders and use their resources.
13. Acknowledge the staff cooperation / support.
14.Provide feedback on the progress.
15.Reinforce the positive .
16.Keep the two way communication open.
REGARDS
LEO LINGHAM
From India, Mumbai
260PEOPLE RESIST CHANGE--WHY?
People react negatively due to
-loss of security
-reduction in income
-reduction in responsibility
-reduction in authority
-dent in pride
-loss of contact with important people
-loss of freedom
-loss of good working conditions
-loss of status
-feels there is no need to change
-no need for change
-bring more harm then good
-loss of respect
-lack of consultation
-creates more burden
-could not provide any input.
-requires extra effort without reward.
-poor timing
People who resist change , often show behaviors like
-argue
-blame
-criticise
-avoid communication
-delay everything
-provide lots of exccuse
-sulk
-fight
-strike
-resign / go
-show indifference
-tension
-superiority
-anxiety
-not listen
-show outbursts
-remain silent
-sarcastic remarks
-show inflexibility
==========================
PEOPLE ACCEPT CHANGE--WHY?
People react positively due to
-gain in security
-increase in income
-more responsibility
-added authority
-gain in status
-more contact with important people
-more freedom
-gain good working conditions
-gain in prestige
-feels the need to change
-desire for change
-bring more good
-gains more respect
-others seek consultation
-creates more satisfaction
-could provide input.
-rewards for extra effort
-good timing for change
-a new challenge
People who respond to change , often show behaviors like
-asking questions about change
-listen intensively
-analyse the situations
-negotiate terms
-compromise
-agree
-make decisions
-discuss openly
-find alternative solutions
-show creative problem solving
-take action
-show humour
-show optimism
-cooperate
-show enthusiasm
-make action plans
===================================
MODEL FOR CHANGE [ Trying to influence your own mind]
1.Study the nature of the change.
2.Monitor the external factors that are positive on change
and negative impact on change.
3.Study the reasons for change / benefits.
4.Identify the positive reasons, such as challenge/opportunities
/ benefits.
5.Prepare a tentative plan.
6.Analyze the probable reactions.
7.Prepare a carefully constructed , cohesive plan.
8.Establish the time table.
9.Identify means to overcome obstacles / short comings.
10.Create a clear picture of future situation.
11.Implement your plan.
12. Keep evaluating the change program.
=====================================
MODEL FOR CHANGE [ Trying to influence others]
1.Explain the reason for change with facts. If there are risks ,
acknowledge them but explain why it is worth taking the risks.
2.Objectively explain the benefits that could result from the
change.
3.Get ready and sell the benefits at all times.
4.Anticipate objections.
5.Listen in depth.
6.Seek questions and clarifications / answer them.
7.Invite participation and ask for suggestions .
8.Avoid surprise because this stirs up unreasoning opposition.
9.Acknowledge the rough spots and show you plan to
manage them.
10.Establish a timetable.
11.Set standards and explain your expectations.
12.Contact the informal leaders and use their resources.
13. Acknowledge the staff cooperation / support.
14.Provide feedback on the progress.
15.Reinforce the positive .
16.Keep the two way communication open.
REGARDS
LEO LINGHAM
From India, Mumbai
Research by the Jensen Group (www.simplerwork.com) suggests that people aren't intrinsically resistant to change, but they are resistant to
* poorly organized change - "how does this change fit in with what we do now?"
* change without focus - "what are we trying to achieve with this change?"
* change without clarity of purpose and meaning - "why are we changing?"
* change without the tools and support needed to make the changes - "what help can I expect, and from where, to help me/us make these changes?"
This research of some 1000+ organisations over a period of some 8 years (admittedly mostly US organisations, some global ones too) in my view suggests that the reasons why people react negatively, as listed by Leo's useful posting, are ultimately symptoms of one or more of the above 4 root causes.
I have been using the concepts from Bill Jensen to tackle change within a large government organisation of some 5000 personnel. Such organisations are notoriously resistant to change, but my own experiences are that when you begin to address each of the 4 issues listed by the Jensen research above, large numbers of people become less resistant to change - indeed they often want to know how they can help. There will always be a few detractors, esp. out of 5000 people! I don't focus on these - I save my energies for those that want to change, and so work to build an unstoppable momentum. Of course, it needs public and tangibel support from the 'top' and again the 4 principles above have helped me to challenge the CEO and senior management team to address each aspect and so enable themselves to become much clearer and focused about what, why and how.
Best wishes,
Martin
From United Kingdom,
* poorly organized change - "how does this change fit in with what we do now?"
* change without focus - "what are we trying to achieve with this change?"
* change without clarity of purpose and meaning - "why are we changing?"
* change without the tools and support needed to make the changes - "what help can I expect, and from where, to help me/us make these changes?"
This research of some 1000+ organisations over a period of some 8 years (admittedly mostly US organisations, some global ones too) in my view suggests that the reasons why people react negatively, as listed by Leo's useful posting, are ultimately symptoms of one or more of the above 4 root causes.
I have been using the concepts from Bill Jensen to tackle change within a large government organisation of some 5000 personnel. Such organisations are notoriously resistant to change, but my own experiences are that when you begin to address each of the 4 issues listed by the Jensen research above, large numbers of people become less resistant to change - indeed they often want to know how they can help. There will always be a few detractors, esp. out of 5000 people! I don't focus on these - I save my energies for those that want to change, and so work to build an unstoppable momentum. Of course, it needs public and tangibel support from the 'top' and again the 4 principles above have helped me to challenge the CEO and senior management team to address each aspect and so enable themselves to become much clearer and focused about what, why and how.
Best wishes,
Martin
From United Kingdom,
Dear sir,
Iam shashi doing my final yr MLL . Iam currently doing a project in 'Induction and Orientaion in Change Management'. This mail was very useful for me in my project. kindly sent some more information regarding my topic. I should also be preparing a Questionaire. kindly help me to prepare a good questionaire. thanking u. u can mail to
.
Iam shashi doing my final yr MLL . Iam currently doing a project in 'Induction and Orientaion in Change Management'. This mail was very useful for me in my project. kindly sent some more information regarding my topic. I should also be preparing a Questionaire. kindly help me to prepare a good questionaire. thanking u. u can mail to
INDUCTION/ ORIENTATION ARE TOOLS OF
CHANGE MANAGEMENT.
When employees move from one company to another company, it is a change
From one situation to another situation.
There are positive as well as negative factors.
BOTH NEEDS TO BE SORTED OUT.
INDUCTION / ORIENTATION HELPS TO ACHIEVE THIS.
THESE INCLUDE
-HR PROCEDURES
-HR PRACTICES
-CORPORTE CULTURE
-JOB ORIENTATION
ETC ETC.
======================================
WHY PEOPLE RESENT OR RESIST CHANGE
There are many reasons why people may react negatively to change.
Personal Loss Security
Money
Pride and Satisfaction
Friends and Important Contact
Freedom
Responsibility
Authority
Good Working Conditions
Status
No Need More Harm than Good
Lack of Respect
Objectionable Manner
Negative Attitude
No Input
Personal Criticism
Create Burdens
Requires Effort
Bad Timing
Challenge to Authority
Second hand Information
=======================================
WHY PEOPLE ACCEPT OR WELCOME
CHANGE
People accept and welcome changes for many reasons.
Personal Gain Security
Money
Authority
Status/Prestige
Better Working Conditions
Self Satisfaction's
Better Personal Contacts
Less Time and Effort
Provides a New Challenge
Likes/Respects the Source
Likes Manner
ReducesBoredom
Desired Change
Improves Future
Right Time
=======================================
HOW TO INITIATE CHANGE
Often it is easier to carry out a job if there is a specif ic plan to follow. When major
changes are to be installed, careful planning and preparation are necessary.
Strengthening the forces promoting the change and weakening resistance to it are the
main tasks.
CREATE A CLIMATE FOR CHANGE
How people react to proposed changes is greatly influenced by the kind of climate for
change that the manager has created in the department.
HOW IS THE RIGHT KIND OF CLIMATE CREATED?
Managers who have enthusiasm for progress and change build a healthy climate.
Creating the right climate is more than just passing on changes. It involves:
Encouraging employees to seek ways of improving their jobs. Seeking suggestions and
ideas from employees.
This requires the manager to listen and seriously consider suggestions. It is easy to
see that there is a great deal of ego involvement in coming forth with an idea for
improvement. Change can become an exciting and dynamic way of life. The manager
determines the climate in which they initiate change.
GET READY TO SELL
Much of the difficulty in getting co operation stems from the employees lack of
understanding of how the change will affect them. With a little effort, managers can find
most of the answers to employees' questions before they are even asked. Answers to
these questions would be useful.
What is the reason for the change? Whom will it benefit and how?
I it inconvenience anyone, if so, for how long? Will training or re training be necessary?
When does it go into effect?
Armed with the answers to these question a manager can head off many objections and
can develop a plan to present the change.
IDENTIFY THE SOURCES OF HELP
Why should you, the managers, shoulder the burden alone? Staff can frequently be a great
help in preparing to sell a change by explaining technical aspects and demonstrating new
techniques.
One of the most overlooked sources of help in introducing changes are the informal
leaders in the work group. With their help the job becomes easier. Giving recognition to
informal leaders puts them in a co operative frame of mind.
Since union stewards are often informal leaders, their co operation ought to be solicited.
The backing of union stewards makes the job easier.
ANTICIPATE OBJECTIONS
Change that upsets routines, requires new knowledge or skills, or inconveniences people
are bound to meet with some objections or resistance. Looking at a change from the
employees point of view will usually be enough to help determine what their objections are
likely to be. Knowing the objections, we can, with a little creative thought, turn these
objections into advantages.
Showing the staff with reason or logic will not do the job. Manager have to convince
people that the change is really best for them and that will not happen until their objections
are dealt with seriously.
SELL BENEFITS
Everyone is concerned with, What's in it for me?
Will the change mean more satisfying work, greater security, opportunity to show
what I can do, more responsibility, more pay, less fatigue, less confusion, greater
Independence?*
The benefits used to motivate people to co operate should be put on as personal a level
as possible. It would be dishonest, however, not to recognise any disadvantages that a
change may bring. These can usually be countered with long range benefits.
One of the techniques that is helpful in identifying the characteristics and values of the
proposed changed condition is a "Word Picture." The picture makes the new condition
desirable in the minds of the staff.
A One of the ways this concept of "word picture" is used, is the physical change in off
ice layout or new equipment or any other physical changes.
B.To picture or model a change in policy, organisation or operation is more 9
difficult than the physical change. The principle is the same. The picture can
help in communicating the desirability of the change and in fine tuning the
change because it makes it possible to discuss how things will operate. It may
take the form of a flow chart, an organisation chart or a description of
relationships.
To use this approach for deciding whether to initiate a change, you can take the following
steps:
Describe as clearly as possible the present situation. Describe as clearly as possible the
desired situation. Analyse what specif ic changes will have to take place in the key factors
involved to produce the desired situation. Look at such key factors as bosses, employees,
equipment, physical environment, policies and procedures, work methods, materials and
time. Identify the relevant factors. Assess the strengths of the forces promoting the desired
situation and of those resisting it. Determine what action to take. Choices are:
A Do nothing, the resistant forces are stronger than the forces promoting change.
B Act to strengthen the promoting forces and/or to weaken resistance, by
concentrating one's efforts on the key factors.
LISTEN IN DEPTH
Employees have a right to be heard. If employees are treated with respect, they probably will
respond in kind. They will feel better too, if they know their concerns have been considered.
FOLLOW UP
After having conscientiously sold the benefits of a change, it is tremendously important that
the managers see that their promises have materialised. A sincere interest in how the
change has affected the employee and a willingness to make adjustments, help build the
climate in which future changes be initiated.
======================================
INDUCTION
The INDUCTION should be simple to understand but must
be complete to create satisfaction in the minds of the new
employee.
This INDUCTION should cover three specified areas
-Corporate culture
-Policies and procedures
-Safety , benefits, rights and responsibilities.
ORGANIZATION
-history
-Mission
-Vision
-Organizaional Philosophy
-Organizational objectives
-Organizational structures
-Industry
-Products and services
-Customers
-Employee's department
-Facilities
COMPENSATION
-pay schedule
-payroll deductions
-worker's compensation [ if any]
BENEFITS
-medical [ if any]
-life insurance
-pension
-credit union [ if any]
-employee purchase [ if any]
-service rewards
ATTENDANCE
-work hours
-rules on lateness, sickness, absence
LEAVE AND HOLIDAYS
-holidays
-leave policy
HEALTH AND SAFETY
-safety guidelines
-first aid
-emergency procedure
SECURITY
-security procedures
-restricted areas
-confidentiality
COMMUNICATION
-Co. newsletter
-bulletins board
-employee handbook
-emails
TRANSPORTATION
-co. bus [ if any]
-parking
-travel policies
-travel expenses
PERSONAL
-rest breaks
-meal breaks
-smoking policy
-canteen locations
PERFORMANCE/ RESPONSIBILITIES
-expectation from the employees
-ethical standards
-conflict of interest
-probationary period
-dress code
-performance reviews
-suggestion box
-equal opportunity
-sexual harassment
etc
=======================================
Orienting employees to their workplaces and their jobs is one of the most neglected functions in many organizations. An employee handbook and piles of paperwork are not sufficient anymore when it comes to welcoming a new employee to your organization. The most frequent complaints about new employee orientation are that it is overwhelming, boring, or that the new employee is left to sink or swim. The result is often a confused new employee who is not productive and is more likely to leave the organization within a year.
With an ongoing labor crunch, developing an effective employee orientation experience continues to be crucial. It is critical that new hire programs are carefully planned to educate the employee about the values, history and who is who in the organization. A well thought out orientation program, whether it lasts one day or six months, will help not only in retention of employees, but also in productivity. Organizations that have good orientation programs get new people up to speed faster, have better alignment between what the employees do and what the organization needs them to do, and have lower turnover rates.
Purposes of Orientation
Employers have to realize that orientation isn't just a nice gesture put on by the organization. It serves as an important element of the recruitment and retention process. Some key purposes are:
• To Reduce Startup Costs: Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing the costs associated with learning the job.
• To Reduce Anxiety: Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.
• To Reduce Employee Turnover: Employee turnover increases as employees feel they are not valued, or are put in positions where they can't possibly do their jobs. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.
• To Save Time for the Supervisor: Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee.
• To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction: It is important that employees learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization. While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. The main reasons orientation programs fail: The program was not planned; the employee was unaware of the job requirements; the employee does not feel welcome.
All new employees should complete a new employment orientation program that is designed to assist them in adjusting to their jobs and work environment and to instill a positive work attitude and motivation at the onset.
A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars. One reason people change jobs is because they never feel welcome or part of the organization they join. The most important principle to convey during an orientation is your commitment to continuous improvement and continual learning. That way, new employees become comfortable with asking questions to obtain the information they need to learn, problem solve and make decisions.
Employees were asked what they wanted and needed from orientation. They were also asked what they liked and didn't like about orientation. New employees were asked what they wanted to know about the organization. Additionally, the organization's senior managers were asked what they believed was important for employees to learn when joining the county payroll.
Using feedback collected from employees, HR training staff first realized that meeting employees' needs required more than a half day training session. Trusting employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted and what senior management believed employees needed to know. Essentially, the orientation mix now includes the less exciting topics such as W-2s and various policies and procedures, but it also includes details that let the employee know something about the organization.
Tips for New Employee Orientation
Human Resource professionals and line managers first need to consider key orientation planning questions before implementing or revamping a current program. These are the key questions to ask.
• What things do new employees need to know about this work environment that would make them more comfortable?
• What impression and impact do you want to have on a new employee's first day?
• What key policies and procedures must employees be aware of on the first day to avoid mistakes on the second day? Concentrate on vital issues.
• What specific things can you do to ensure that new employees will begin to know their co-workers without feeling overwhelmed?
• What special things (desk, work area, equipment, special instructions) can you provide to make new employees feel comfortable, welcome and secure?
• What positive experience can you provide for the new employee that she could discuss with her family at the end of the first day of work? The experience should be something to make the new employee feel valued by the organization.
• How can you help the new employee's supervisor be available to the new employee on the first day to provide personal attention and to convey a clear message that the new employee is an important addition to the work team?
Since first impressions are crucial, here are some tips for putting your best foot forward.
• Begin the process before the new person starts work. Send an agenda to the new associate with the offer letter so the employee knows what to expect. Stay in touch after he or she has accepted the position to answer questions or help in other ways. Also, make sure the new person's work area is ready for the first day of work.
• Make sure key co-workers knows the employee is starting and encourage them to come to say "hello" before orientation begins.
• Assign a mentor or partner to show the new person around, make introductions, and start training. Let the mentor have sufficient notice so he or she can make preparations.
• Start with the basics. People become productive sooner if they are firmly grounded in the basic knowledge they need to understand their job. Focus on the why, when, where, and how of the position before expecting them to handle assignments or big projects. Don't overwhelm them with too much information.
• Provide samples about how to complete forms as well as the individual's job description with the orientation packet.
• Have some fun. Do not spend time on every aspect of the handbook, only on the very important topics. Play some games because this can help the learning process. Games include: Photo Match - after the tour. Each employee is provided photos of other employees and a list of names. The object is to match the name with the face. Signature Hunt - While employees are touring the facility, provide them with a piece of paper with names of several associates they will be meeting. They are then asked to obtain the signatures of the people they meet. The employee who obtains the most signatures, gets a prize. Other games that pertain to what the employee learned during orientation are also effective assurances that orientation is successful.
• Provide a list of frequently asked questions with a contact person/department, and phone number or extension.
• Plan to take the new employee to lunch, or ask the mentor, supervisor or co-workers to join the new employee in the lunch room. The first day on the job is not the day to leave the new employee in the lurch about lunch plans.This is a good time for the manager/supervisor to take the employee to lunch, include other co-workers, and make sure the employee is at ease.
• Give the new person some responsibility for his or her own orientation. Offer opportunities for self-directed learning, under appropriate supervision.
• Keep the new person's family in mind. A new job means adjustment for the entire family, especially if they have relocated. Do what you can to ease the transition and help them feel comfortable in the community.
• Ask for feedback. Find out from former new hires how they perceived the orientation process, and don't be afraid to make changes based on those recommendations. You can send an evaluation two to four weeks after the employee has started, and ask: Now that you have been with the company awhile, did the orientation meet your needs? After the employee has worked for you for awhile he finds out what he should have learned but did not at the orientation. At Mecklenburg County, after their redesign process, one of the trainers, Allyson Berbiglia, says, "We recognize that we have to continuously improve orientation to meet the changing needs of our customers. What works now may not serve our employees well next month or next year."
An effective orientation program - or the lack of one - will make a significant difference in how quickly a new employee becomes productive and has other long-term impacts for your organization. The end of the first day, the end of the first week, the end of each day in your employment, is just as important as the beginning. Help your employees feel that you want them to come back the next day, and the next, and the next ...
Several elements contribute to a World Class orientation program. The best new employee orientation:
• has targeted goals and meets them,
• makes the first day a celebration,
• involves family as well as co-workers,
• makes new hires productive on the first day,
• is not boring, rushed or ineffective, and
• uses feedback to continuously improve.
Make Them Say, “I Am Welcomed, Therefore I Belong!”
Most organizations are great at celebrating the departure of a beloved co-worker. Why are we often so awful at welcoming a new one? Think about arranging a party to welcome the new employee. Celebrations produce enthusiasm. Have you experienced starting a new job only to have your co-workers and supervisor ignore you during the first week? If so, you understand the effectiveness of even a little enthusiasm! Some simple celebration methods might include: a letter of welcome signed by the CEO, a company t-shirt signed by all department members, and a cake with candles on the employee’s first day. Involve families in the celebration. Schedule a welcome luncheon or dinner for spouses and families during the employee’s first month.
Old-fashioned welcome wagons were once used to deliver goodies to new members of a community. You can establish your own “welcome wagon.” Freebies that aid the new hire in his job will reinforce the belief that company employees are glad he is there and want him to succeed. As an example, a map showing nearby eateries is helpful and appreciated. (An invitation to lunch from co-workers each day during the employee’s first week is even more welcoming!) Go one step further than providing a map of the facility and the parking lot. Provide your new person with a photo of himself in the parking lot, in front of the company sign. Visuals have great impact.
NOW YOU CAN EASILY DEVELOP A TAILORED QUESTIONNAIRE
AS PER YOUR REQUIREMENTS.
REGARDS
LEO LINGHAM
From India, Mumbai
CHANGE MANAGEMENT.
When employees move from one company to another company, it is a change
From one situation to another situation.
There are positive as well as negative factors.
BOTH NEEDS TO BE SORTED OUT.
INDUCTION / ORIENTATION HELPS TO ACHIEVE THIS.
THESE INCLUDE
-HR PROCEDURES
-HR PRACTICES
-CORPORTE CULTURE
-JOB ORIENTATION
ETC ETC.
======================================
WHY PEOPLE RESENT OR RESIST CHANGE
There are many reasons why people may react negatively to change.
Personal Loss Security
Money
Pride and Satisfaction
Friends and Important Contact
Freedom
Responsibility
Authority
Good Working Conditions
Status
No Need More Harm than Good
Lack of Respect
Objectionable Manner
Negative Attitude
No Input
Personal Criticism
Create Burdens
Requires Effort
Bad Timing
Challenge to Authority
Second hand Information
=======================================
WHY PEOPLE ACCEPT OR WELCOME
CHANGE
People accept and welcome changes for many reasons.
Personal Gain Security
Money
Authority
Status/Prestige
Better Working Conditions
Self Satisfaction's
Better Personal Contacts
Less Time and Effort
Provides a New Challenge
Likes/Respects the Source
Likes Manner
ReducesBoredom
Desired Change
Improves Future
Right Time
=======================================
HOW TO INITIATE CHANGE
Often it is easier to carry out a job if there is a specif ic plan to follow. When major
changes are to be installed, careful planning and preparation are necessary.
Strengthening the forces promoting the change and weakening resistance to it are the
main tasks.
CREATE A CLIMATE FOR CHANGE
How people react to proposed changes is greatly influenced by the kind of climate for
change that the manager has created in the department.
HOW IS THE RIGHT KIND OF CLIMATE CREATED?
Managers who have enthusiasm for progress and change build a healthy climate.
Creating the right climate is more than just passing on changes. It involves:
Encouraging employees to seek ways of improving their jobs. Seeking suggestions and
ideas from employees.
This requires the manager to listen and seriously consider suggestions. It is easy to
see that there is a great deal of ego involvement in coming forth with an idea for
improvement. Change can become an exciting and dynamic way of life. The manager
determines the climate in which they initiate change.
GET READY TO SELL
Much of the difficulty in getting co operation stems from the employees lack of
understanding of how the change will affect them. With a little effort, managers can find
most of the answers to employees' questions before they are even asked. Answers to
these questions would be useful.
What is the reason for the change? Whom will it benefit and how?
I it inconvenience anyone, if so, for how long? Will training or re training be necessary?
When does it go into effect?
Armed with the answers to these question a manager can head off many objections and
can develop a plan to present the change.
IDENTIFY THE SOURCES OF HELP
Why should you, the managers, shoulder the burden alone? Staff can frequently be a great
help in preparing to sell a change by explaining technical aspects and demonstrating new
techniques.
One of the most overlooked sources of help in introducing changes are the informal
leaders in the work group. With their help the job becomes easier. Giving recognition to
informal leaders puts them in a co operative frame of mind.
Since union stewards are often informal leaders, their co operation ought to be solicited.
The backing of union stewards makes the job easier.
ANTICIPATE OBJECTIONS
Change that upsets routines, requires new knowledge or skills, or inconveniences people
are bound to meet with some objections or resistance. Looking at a change from the
employees point of view will usually be enough to help determine what their objections are
likely to be. Knowing the objections, we can, with a little creative thought, turn these
objections into advantages.
Showing the staff with reason or logic will not do the job. Manager have to convince
people that the change is really best for them and that will not happen until their objections
are dealt with seriously.
SELL BENEFITS
Everyone is concerned with, What's in it for me?
Will the change mean more satisfying work, greater security, opportunity to show
what I can do, more responsibility, more pay, less fatigue, less confusion, greater
Independence?*
The benefits used to motivate people to co operate should be put on as personal a level
as possible. It would be dishonest, however, not to recognise any disadvantages that a
change may bring. These can usually be countered with long range benefits.
One of the techniques that is helpful in identifying the characteristics and values of the
proposed changed condition is a "Word Picture." The picture makes the new condition
desirable in the minds of the staff.
A One of the ways this concept of "word picture" is used, is the physical change in off
ice layout or new equipment or any other physical changes.
B.To picture or model a change in policy, organisation or operation is more 9
difficult than the physical change. The principle is the same. The picture can
help in communicating the desirability of the change and in fine tuning the
change because it makes it possible to discuss how things will operate. It may
take the form of a flow chart, an organisation chart or a description of
relationships.
To use this approach for deciding whether to initiate a change, you can take the following
steps:
Describe as clearly as possible the present situation. Describe as clearly as possible the
desired situation. Analyse what specif ic changes will have to take place in the key factors
involved to produce the desired situation. Look at such key factors as bosses, employees,
equipment, physical environment, policies and procedures, work methods, materials and
time. Identify the relevant factors. Assess the strengths of the forces promoting the desired
situation and of those resisting it. Determine what action to take. Choices are:
A Do nothing, the resistant forces are stronger than the forces promoting change.
B Act to strengthen the promoting forces and/or to weaken resistance, by
concentrating one's efforts on the key factors.
LISTEN IN DEPTH
Employees have a right to be heard. If employees are treated with respect, they probably will
respond in kind. They will feel better too, if they know their concerns have been considered.
FOLLOW UP
After having conscientiously sold the benefits of a change, it is tremendously important that
the managers see that their promises have materialised. A sincere interest in how the
change has affected the employee and a willingness to make adjustments, help build the
climate in which future changes be initiated.
======================================
INDUCTION
The INDUCTION should be simple to understand but must
be complete to create satisfaction in the minds of the new
employee.
This INDUCTION should cover three specified areas
-Corporate culture
-Policies and procedures
-Safety , benefits, rights and responsibilities.
ORGANIZATION
-history
-Mission
-Vision
-Organizaional Philosophy
-Organizational objectives
-Organizational structures
-Industry
-Products and services
-Customers
-Employee's department
-Facilities
COMPENSATION
-pay schedule
-payroll deductions
-worker's compensation [ if any]
BENEFITS
-medical [ if any]
-life insurance
-pension
-credit union [ if any]
-employee purchase [ if any]
-service rewards
ATTENDANCE
-work hours
-rules on lateness, sickness, absence
LEAVE AND HOLIDAYS
-holidays
-leave policy
HEALTH AND SAFETY
-safety guidelines
-first aid
-emergency procedure
SECURITY
-security procedures
-restricted areas
-confidentiality
COMMUNICATION
-Co. newsletter
-bulletins board
-employee handbook
-emails
TRANSPORTATION
-co. bus [ if any]
-parking
-travel policies
-travel expenses
PERSONAL
-rest breaks
-meal breaks
-smoking policy
-canteen locations
PERFORMANCE/ RESPONSIBILITIES
-expectation from the employees
-ethical standards
-conflict of interest
-probationary period
-dress code
-performance reviews
-suggestion box
-equal opportunity
-sexual harassment
etc
=======================================
Orienting employees to their workplaces and their jobs is one of the most neglected functions in many organizations. An employee handbook and piles of paperwork are not sufficient anymore when it comes to welcoming a new employee to your organization. The most frequent complaints about new employee orientation are that it is overwhelming, boring, or that the new employee is left to sink or swim. The result is often a confused new employee who is not productive and is more likely to leave the organization within a year.
With an ongoing labor crunch, developing an effective employee orientation experience continues to be crucial. It is critical that new hire programs are carefully planned to educate the employee about the values, history and who is who in the organization. A well thought out orientation program, whether it lasts one day or six months, will help not only in retention of employees, but also in productivity. Organizations that have good orientation programs get new people up to speed faster, have better alignment between what the employees do and what the organization needs them to do, and have lower turnover rates.
Purposes of Orientation
Employers have to realize that orientation isn't just a nice gesture put on by the organization. It serves as an important element of the recruitment and retention process. Some key purposes are:
• To Reduce Startup Costs: Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing the costs associated with learning the job.
• To Reduce Anxiety: Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.
• To Reduce Employee Turnover: Employee turnover increases as employees feel they are not valued, or are put in positions where they can't possibly do their jobs. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.
• To Save Time for the Supervisor: Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee.
• To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction: It is important that employees learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization. While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. The main reasons orientation programs fail: The program was not planned; the employee was unaware of the job requirements; the employee does not feel welcome.
All new employees should complete a new employment orientation program that is designed to assist them in adjusting to their jobs and work environment and to instill a positive work attitude and motivation at the onset.
A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars. One reason people change jobs is because they never feel welcome or part of the organization they join. The most important principle to convey during an orientation is your commitment to continuous improvement and continual learning. That way, new employees become comfortable with asking questions to obtain the information they need to learn, problem solve and make decisions.
Employees were asked what they wanted and needed from orientation. They were also asked what they liked and didn't like about orientation. New employees were asked what they wanted to know about the organization. Additionally, the organization's senior managers were asked what they believed was important for employees to learn when joining the county payroll.
Using feedback collected from employees, HR training staff first realized that meeting employees' needs required more than a half day training session. Trusting employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted and what senior management believed employees needed to know. Essentially, the orientation mix now includes the less exciting topics such as W-2s and various policies and procedures, but it also includes details that let the employee know something about the organization.
Tips for New Employee Orientation
Human Resource professionals and line managers first need to consider key orientation planning questions before implementing or revamping a current program. These are the key questions to ask.
• What things do new employees need to know about this work environment that would make them more comfortable?
• What impression and impact do you want to have on a new employee's first day?
• What key policies and procedures must employees be aware of on the first day to avoid mistakes on the second day? Concentrate on vital issues.
• What specific things can you do to ensure that new employees will begin to know their co-workers without feeling overwhelmed?
• What special things (desk, work area, equipment, special instructions) can you provide to make new employees feel comfortable, welcome and secure?
• What positive experience can you provide for the new employee that she could discuss with her family at the end of the first day of work? The experience should be something to make the new employee feel valued by the organization.
• How can you help the new employee's supervisor be available to the new employee on the first day to provide personal attention and to convey a clear message that the new employee is an important addition to the work team?
Since first impressions are crucial, here are some tips for putting your best foot forward.
• Begin the process before the new person starts work. Send an agenda to the new associate with the offer letter so the employee knows what to expect. Stay in touch after he or she has accepted the position to answer questions or help in other ways. Also, make sure the new person's work area is ready for the first day of work.
• Make sure key co-workers knows the employee is starting and encourage them to come to say "hello" before orientation begins.
• Assign a mentor or partner to show the new person around, make introductions, and start training. Let the mentor have sufficient notice so he or she can make preparations.
• Start with the basics. People become productive sooner if they are firmly grounded in the basic knowledge they need to understand their job. Focus on the why, when, where, and how of the position before expecting them to handle assignments or big projects. Don't overwhelm them with too much information.
• Provide samples about how to complete forms as well as the individual's job description with the orientation packet.
• Have some fun. Do not spend time on every aspect of the handbook, only on the very important topics. Play some games because this can help the learning process. Games include: Photo Match - after the tour. Each employee is provided photos of other employees and a list of names. The object is to match the name with the face. Signature Hunt - While employees are touring the facility, provide them with a piece of paper with names of several associates they will be meeting. They are then asked to obtain the signatures of the people they meet. The employee who obtains the most signatures, gets a prize. Other games that pertain to what the employee learned during orientation are also effective assurances that orientation is successful.
• Provide a list of frequently asked questions with a contact person/department, and phone number or extension.
• Plan to take the new employee to lunch, or ask the mentor, supervisor or co-workers to join the new employee in the lunch room. The first day on the job is not the day to leave the new employee in the lurch about lunch plans.This is a good time for the manager/supervisor to take the employee to lunch, include other co-workers, and make sure the employee is at ease.
• Give the new person some responsibility for his or her own orientation. Offer opportunities for self-directed learning, under appropriate supervision.
• Keep the new person's family in mind. A new job means adjustment for the entire family, especially if they have relocated. Do what you can to ease the transition and help them feel comfortable in the community.
• Ask for feedback. Find out from former new hires how they perceived the orientation process, and don't be afraid to make changes based on those recommendations. You can send an evaluation two to four weeks after the employee has started, and ask: Now that you have been with the company awhile, did the orientation meet your needs? After the employee has worked for you for awhile he finds out what he should have learned but did not at the orientation. At Mecklenburg County, after their redesign process, one of the trainers, Allyson Berbiglia, says, "We recognize that we have to continuously improve orientation to meet the changing needs of our customers. What works now may not serve our employees well next month or next year."
An effective orientation program - or the lack of one - will make a significant difference in how quickly a new employee becomes productive and has other long-term impacts for your organization. The end of the first day, the end of the first week, the end of each day in your employment, is just as important as the beginning. Help your employees feel that you want them to come back the next day, and the next, and the next ...
Several elements contribute to a World Class orientation program. The best new employee orientation:
• has targeted goals and meets them,
• makes the first day a celebration,
• involves family as well as co-workers,
• makes new hires productive on the first day,
• is not boring, rushed or ineffective, and
• uses feedback to continuously improve.
Make Them Say, “I Am Welcomed, Therefore I Belong!”
Most organizations are great at celebrating the departure of a beloved co-worker. Why are we often so awful at welcoming a new one? Think about arranging a party to welcome the new employee. Celebrations produce enthusiasm. Have you experienced starting a new job only to have your co-workers and supervisor ignore you during the first week? If so, you understand the effectiveness of even a little enthusiasm! Some simple celebration methods might include: a letter of welcome signed by the CEO, a company t-shirt signed by all department members, and a cake with candles on the employee’s first day. Involve families in the celebration. Schedule a welcome luncheon or dinner for spouses and families during the employee’s first month.
Old-fashioned welcome wagons were once used to deliver goodies to new members of a community. You can establish your own “welcome wagon.” Freebies that aid the new hire in his job will reinforce the belief that company employees are glad he is there and want him to succeed. As an example, a map showing nearby eateries is helpful and appreciated. (An invitation to lunch from co-workers each day during the employee’s first week is even more welcoming!) Go one step further than providing a map of the facility and the parking lot. Provide your new person with a photo of himself in the parking lot, in front of the company sign. Visuals have great impact.
NOW YOU CAN EASILY DEVELOP A TAILORED QUESTIONNAIRE
AS PER YOUR REQUIREMENTS.
REGARDS
LEO LINGHAM
From India, Mumbai
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