Jennifer Marsden, HR Manager at The HR Experts gives her take on managing in the current climate
Headline-grabbing industrial action doesn’t just put pressure on the government – it also affects the organisations that employ striking workers, and in turn, the quality of service they provide. However, the effects on productivity don’t end there.
“We all know that people resist change,” says Sharon Swift, Managing Director at The HR Experts. “Managers often complain to us that maintaining business-as-usual at times of instability poses a huge challenge to them. Employees see through thinly-veiled attempts to raise moral, but thankfully there are many other strategies you can employ.”
Many workers are being told they have to work longer before they retire and contribute more to their pensions. What is more, in the public sector outsourcing is looming large and workers are being transferred across to the private sector where expectations can be entirely different.
The combined worry of redundancies and the sense of betrayal that comes with changes to terms and conditions can cause inertia for some. For others, energy is directed at conflict rather than co-operation. The psychological contract runs deep for employees – particularly where they have long service with organisations. Their sense of entitlement is based on years of familiar patterns; which means that they are experiencing change in both practical and psychological terms.
Everyone knows that having vision to lead through change is key, so we regularly coach senior managers on leadership styles. The type of approach differs with the level and scope of change. For example, where there is wide scale organisational change, a directive style of leadership is most effective.
However, communication is the lynch pin in overcoming resistance. Middle managers are essential to success in this area. Within both the public and private sector, we are used to advising managers how to provide a degree of stability and calm during transformation. It’s our view that, when faced with the difficult role of gate-keeper, some middle managers side with employees while others steadfastly tow the leadership line. Most, however, opt for the painful option of sitting on the fence. However, we show managers that being piggy-in-the-middle doesn’t have to be painful – or disingenuous.
We tell our clients that the best option is a simple approach which rests on effective consultation. Good managers ensure employees understand what is happening, listen carefully to their views and present the management case. Once opinions and suggestions are gathered, a proper response can be formulated giving the rationale for decisions. It is essential that this is conducted by experienced professionals who understand employment law and change management.
“Another benefit of meaningful consultation is the appreciation of attitudes it provides”, says HR expert Sharon. “It helps managers to assess the best way to implement changes and identify areas of resistance. Conflict can be managed by ensuring employees feel heard and avoiding the urge to be derisive or pass judgement.”
Having clearly communicated milestones has a hugely beneficial influence as they help provide order and stability for employees. Outlining each stage of the project and associated timescales means fewer surprises around the corner. Knowing when something will happen is not quite the same as knowing what will happen, but it does help provide a greater sense of security.
Finally, action mustn’t simply stop once you are at the end of the change process. Like most people, we recognise that change can be an opportunity to look at your successes and where you can improve. Take the time to audit and reflect on the change process. Future projects can benefit by identifying opportunities to learn and develop. Also, continue to gather employee opinion and seek opportunities for improvement. This can help organisations begin to identify and address any residual employee dissatisfaction.
Change management checklist:
Adopt the most appropriate leadership style
Develop a robust project plan with clear milestones
Inform and consult employees at all stages
Plan for resistance and try to reduce pressure points
Reflect and develop on the process for next time
The HR Experts are a UK-based HR provider offering outsourced support and offer free initial consultations to public sector organisations. Email info@thehrexperts.co.uk for more information or telephone (01709) 328864.
