Employee feedback enriching change communication

The first, and most important, factor to consider when devising a change management communication strategy is how much have those being directly impacted on by the change been involved in the design of the change ‘product’? The product could be a new process or technology which is being introduced.

The introduction of this change will involve at the very least a new approach to work and/or using a new technology, but it may also involve a reduction in remuneration, a change in workplace location and, in the most severe application of change, roles becoming redundant.

These are issues of significance and underline the importance of the question I pose. It is also relevant to the application of the ideal model of public relations’ (i.e. communication’s) two-way symmetrical communication methodology.

It’s important because it is a self-evident and research-proven truth that those who are impacted on by communication, regarding any matter whatsoever, will change their opinions and behaviour more readily if their feedback on the ‘product’ has been assimilated into it.

A lesser, but still meaningful, application of this notion is having interactive discussions (sadly, not necessarily a tautology) with the (directly impacted) target audience before its characteristics have been finalised. An extension of this is having and articulating a rationale for including or not including feedback into the product’s final design, and communicating that to impacted employees.

Integrating approaches such as these are not easy and may not always prove practical, especially in the case of transformational change occurring across the business, but it is a fundamentally respectful approach and one which will optimise the likelihood of change being successfully embedded.

There are four further advantages in applying the two-way symmetrical approach to communication and change:

• The feedback from those employees being directly impacted on will almost certainly enrich the change product and the process being applied to its roll out
• The approach is an issues management one, as it will flush out issues and individuals which may negatively impact on the change being embedded. These can then be addressed
• The application of a dialogic approach to communication, rather than employing a one way/broadcast approach alone, is fundamental to effective communication. It is respectful towards those being engaged with and the ebb and flow of dialogic facilitates iterative, uniquely customised communication occurring that resonates on an individual basis. And the more customised to an individual and his or her needs and wants the communication is, the more effective it will be
• It provides an opportunity to have one-on-one conversations with any potential employee change blockers, placating them or, even, as actively engaged employees perhaps transforming them into advocating champions of the program.

Directly impacted on employees are, after all, the most expert of all the subject matter experts.

Not listening to their perspectives and suggestions – on the change product, issues related to the way it works with other change that may be occurring and the way in which it is proposed the change is being rolled out – means the business will be deliberately and consciously not tapping into a resource and intelligence of considerable substance.

If an organisation is truly set on the path of continuous improvement, that doesn’t sound like a particularly productive approach to me.

This is an excerpt from A Communicator’s Guide to Successful Change Management, a free resource edited by professional change communicator Craig Pearce. It is packed with user-friendly and functional insights and advice on how communication contributes to effective change management. The guide features intel from seven experienced communication and change professionals, and will benefit all levels of practitioner. It can be downloaded from Public relations and managing reputation, or by request via email to craig@craigpearce.info