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Master Change Management with Employee Experience
The employee experience of change projects is not usually a happy one. This is because change happens to them, rather than with them. In a VUCA world in which change is rapid and constant, organisations that provide positive employee experiences are more likely to experience positive outcomes through change.
Involving employees in the decision-making process during change engenders a feeling of ownership. Total Quality Management (TQM) is a management approach that involves all employees in the improvement of processes, procedures, policies, products and services.
Employee involvement in TQM encourages all employees to work toward collective goals. It requires a culture that empowers employees to be creative, share ideas, work autonomously and collaborate with others. It hands appropriate responsibility to employees and provides opportunities for employees to develop their skills and their careers.
By employing a TQM approach to change management, an organisation is inviting its employees to become involved in not only the development of the business, but their own development, too. The employee becomes the owner of the process of change and the process of their career development. However, employees must still be led through TQM.
Instead of delegating tasks during change management, a TQM approach requires the change manager to provide opportunities for employees to contribute to the process of change. This may be by empowering employees to become involved in the development of ideas and problem solving, or by delegating responsibility for tasks and process management to employees.
Employee involvement in TQM through change passes ownership of the change to the employees – and people don’t destroy what they create.
There are numerous examples of organizations that use a TQM approach and provide positive employee experiences through the organisational culture it creates.
For example, Google’s creative culture is encapsulated by its policy of allowing its people to spend 20% of their time doing things outside their usual work. This provides Google’s employees to spend time on innovative work, with the freedom to choose the projects they work on and the autonomy to work in their own way. This helps employees identify their personal strengths and weaknesses, and develop personal goals that align with company goals.
Similarly, Hyatt, the hotels group, creates positive employee experiences by focusing on personal development. They also give autonomy to employees to develop solutions to problems rather than stick to a script.
Organizations that employ TQM motivate employee engagement in change by:
Encouraging open communication, asking for feedback, and being receptive to new ideas
Accepting failure as part of the process of change
Ensuring that employee participation is made accessible by putting in processes that simplify participation
Ensuring that meaningful recognition is inherent in management practices and organizational culture
In a TQM culture, continuous change becomes a cultural element. The freedom to express ideas and be creative problem solvers empowers employees as change managers. The organization becomes more outward-looking, analytical and innovative.
In this culture, employees take responsibility for their own self-development, while managers help them to develop the careers they desire and that align with company values, purpose and goals. The employee experiences that take place along the career journey develop stronger engagement in continuous change, and help to crush resistance.
Contact us today, and discover how we could help your organization transition to a culture of continuous change.
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