Change management in personnel development

Do we really need a process for everything? No, not absolutely everything—but we definitely do when introducing changes in our company. People are creatures of habit: they tend to get used to processes that give them a certain level of security and comfort. Change means having to abandon habits and comfort zones, and this can be uncomfortable. Change also means doubt and uncertainty about what will happen next. People are afraid of the unknown and they worry about how changes will affect their lives. This shows how important it is to implement change in your company in a considered manner. A well thought-through change management process also provides structure, security, transparency, and efficiency for everyone involved in the project.

A change management process is used to implement organizational changes in your company in a structured and planned manner. The aim is to introduce change effectively and efficiently, without affecting work processes, employees, or customer satisfaction. Part of this is making sure all employees have sufficient information about the changes, and understand them, accept them, and identify with them. After all, they are the ones who will need to adapt their working methods to the new requirements. It is therefore important to plan your communication processes correctly right from the start, and to make sure that everyone affected is on board.

There are a number of scientific models for change processes. Kurt Lewin, for example, developed a 3-step model, Wilfried Krüger a 5-step model, and John Kotter an 8-step model. The three-step model is often criticized as too short, and therefore as only skimming the surface. Conversely, the 8-step model is often considered too rigid, since it is not possible to skip any phase in the process.

The Krüger 5-step model draws on both of these models, thus creating more flexibility. And since we’re all for flexibility, let’s take a closer look at this model. Of course, it is important to note that all of these processes and individual steps represent good paths to take, and are better than leaving your processes unplanned: this can lead to crises, dissatisfaction, and confusion.

The first phase is about recognizing actual need for change in the company. Change is often necessary when existing processes, strategies, or technologies in the company become outdated. The increasing shortage of skilled workers is another reason for change in companies, because not having enough staff means some rethinking is needed.

No concept, no solution; no plan, no straightforward path. Based on your need for change/your problem, you’ll need to develop a precise, comprehensible concept that includes specific goals. So don’t just consider the change you want; make sure you also spell out the improvements you are hoping for. After all, change for change’s sake is not a goal. If you’re planning to digitize training in your company, your goal is to attract skilled workers, provide impactful training efficiently, and ultimately make your company more successful.

This phase focuses on your current employees. They should be included in the journey from the outset in order to limit defensive reactions as far as possible from the get-go. You’re probably familiar with the refrain, “But we’ve always done it this way”—a typical indicator of lack of awareness of why change is needed or the way it can contribute to success. It is best to work even more closely with well-known “critics” and give them space to have their own input. People who have a hand in shaping change are usually the most supportive of it, and the ones who exemplify it. So take your employees on a journey, create high levels of transparency, and develop a communication strategy from the beginning that encourages your employees to get involved and be enthusiastic. Your goal is to ensure that the new concept is considered appropriate and accepted. In practice, it often transpires that many employees have reservations about change because they are concerned they will no longer be able to keep up. People are creatures of habit. Be prepared for their fears and worries, and remember that it is your responsibility to reassure your employees.

This is when things get practical. Look at your goals and plans, and set priorities. Start with the basic tasks, and then add follow-up projects. That way, everyone in the company will know which task needs to be completed when. Compare your work to building a house: You make a plan, set small goals, get the construction team on board, and make sure that the people who will be living in the new house are happy too. Lay the foundations before you build the first floor or do the interior design. Take it step by step, check your progress towards your goals, and keep an eye on whether all the individual initiatives are taking you to your desired overall result. You may have to intervene now and then and make adjustments, but stay flexible.

Your new house is standing; the residents have moved in. Now it’s about making sure that everyone stays put, that the process is right, that everyone knows what they’re supposed to be doing, and everyone feels comfortable. Stick to your path and reinforce it. Consolidate your initiatives and make them an integral part of your day-to-day working and processes. Fine-tune things when necessary, and remember: It is important that change simplifies life for your employees. And one more tip: If you have successfully led your company through your change management process, and through your planned changes, your employees will remember that you did. More change will come around the corner soon enough, and there’s nothing better than looking at a team that is motivated because they know the last challenge turned out well.

As you can already see, change management and human resources (HR) are closely linked, as change is always connected to the people in a company and its organizational structure. HR plays an important role in supporting change management processes, especially with regard to employees. HR departments should be involved in change management processes right from the start. They can take on all communication with employees, and help with the potential development of individual employees.