You’ve done it. You’ve got everyone at the top level of your organization on board and it’s time to make a change that will increase worker productivity and cut costs. But unfortunately the people at the top aren’t the ones that you really need to worry about when making a change in workforce management. The people you really need to convince are the ones that are getting their hands dirty - your employees.
We see this all of the time. You can make almost any workforce change look good on paper, but it's the real implementation where organizations run into issues. With over 200 years of combined workforce management experience, we have seen this scenario many times. So we put together 5 tips to help your organization get employees to buy into your workforce management change:
Have executive sponsorship
It is easier for employees to embrace the change if they know that it’s for the company’s good. The more you can have others at the top of your organization embrace and sponsor the change as well, the more likely the employees will be to get behind it. Everyone wants to be a part of a change if they believe that change is for the better. The more people who are there to support the decision, the more likely they will be to believe that the change is for the best.
Have a communication plan...and over communicate
The worst thing you can do when making a workforce management change is keep anyone in the dark. Whether you are changing your workforce management system or adding a new feature, give your employees as much notice as you can and send out reminders as the date approaches. We’ve seen clients put posters up by the stairways and elevators or send out actual paper notices. Anything to keep that date fresh in their mind so there are no surprises.
Know your problem associates and address them separately
There are always going to be some people that are harder to get on board than others. A great tactic to overcome this was used by one of our clients recently. They brought store managers that they knew they were going to have issues with into a separate training (away from the other happy store managers), so that they could get them on board on their own terms. This not only gives you more control over the situation, but also displays the importance of the change to those possible dissenters.
Provide great training and equally great support
Putting the change in place is just the beginning. There needs to be systems in place to help support your employees and make sure that the change sticks. Most changes don’t fail in the implementation, they fail in their execution. Training and support help ensure the change will last.
Show the results
Depending on the change, you want to keep some sort of metrics to show the results to everyone in the organization. The more positive results seen by employees, the more enthusiastic they will be about not only this change, but any others that take place down the road. Nothing speaks quite like results!