How do you recognize and engage employees during change?

Change is common thing in the VUCA world, recognising the team members is challenging but identifying the change champions and giving them right responsiblity to drive change in itself is an engagement for them. You dont have to recognise always through monetary or non-monetary ways; giving them opportunity to drive Change is a great way to engage these champions.

Recognize and engage employees during change by acknowledging their efforts and contributions, whether through verbal appreciation, rewards, or public recognition. Involve them in the change process by seeking their input, listening to their concerns, and providing opportunities for them to share their ideas and feedback. Communicate transparently about the reasons for change and the expected benefits. Offer support and resources to help them navigate the transition, and ensure they are aware of the available training and development opportunities to build confidence and skills in the new environment.

Recognize and engage employees during change by: Communicating Clearly: Provide regular updates and explain the reasons for the change. Involving Employees: Seek their input and address their concerns. Offering Support: Provide resources and training to help them adapt. Recognizing Efforts: Acknowledge and celebrate their contributions during the transition. Maintaining Transparency: Share successes and progress to keep morale high. These actions build trust and keep employees motivated through the change process.

To recognize and engage employees during change, communicate openly and frequently to address concerns. Acknowledge their contributions and provide regular updates. Involve them in decision-making where possible to create a sense of ownership. Offer support through training and resources to ease the transition. Celebrate small wins to maintain morale, and give personalized recognition to individuals for their adaptability. Encourage feedback to show you value their input during the process.

1. Letting the team know that they have it in them and they are qualified and capable to successfully navigate the change. 2. Efforts to do planned, thorough and timely breifings streamline any process and particularly eases the tension in a VUCA environment. 3. Addressing concerns timely and giving feedback is of paramount importance and may bring unexpected positivity and results. 4. Requisite training for a change management process may prove to be fruitful and will instill confidence in the employees. 5. Though every employee and his needs are different but a sincere pat on the back and visible efforts to acknowledge the employees hard work through assisting him/her in career progression may go a long way.

Communicating both effectively and frequently with your employees is certainly key to keep your employees engaged with the change process and less likely to burn out. Without frequent communication during change, your employees will likely fill the void with narratives which may not necessarily reflect reality.

Recognizing and engaging employees during change involves proactive communication, acknowledging their efforts, and providing support. Celebrate milestones, however small, to maintain morale. Encourage open dialogue to address concerns and foster a sense of belonging. Offer development opportunities to build resilience and adaptability. Embrace feedback to refine strategies and ensure alignment with employee needs. Flexibility and empathy are key — adjust initiatives as the situation evolves to sustain engagement and motivation through uncertainty.

Yes agree with above and important to hear concerns and emphasize and find ways together to manage challenges. Also important to be willing to bring things to corporate if it will bring negative results.

It's also worth noting that there is a lot of power in not over communicating! Too many say too much and then don't have the answers to the questions asked.

Change is inevitableand hence recognition and rewards for employees should also change with time. 1.Identify the challenges of employees with changing times and address those to facilitate increase in productivity and performance. 2.As change brings in more uncertainty, give that confidence that everyone is with them in embracing that change. 3.Ensure the message that the change is always for betterment while core functions remain same as the fulcrum of it.

In some circumstances this may work but don't do this if the change is landing them with more responsibility with less resources and the same pay. Find the positives and run with it for sure, but don't be false positive.

This is a great way to engage people. But the facilitator needs to maintain the boundaries and manage expectations for the organisation/individuals to get the most out of this approach.

By incorporating their expertise and insights, we make the team feel valued and respected in the change process. This involvement fosters a sense of ownership and responsibility towards the change, enhancing commitment. We engage in open discussions about the change and actively seek their feedback, which increases buy-in and minimizes resistance. Our employees often provide unique perspectives that can make the change process more effective. Through regular communication, we keep everyone informed and involved.

Having culture champions, project ambassadors, support groups, skip level meetings and increased managerial 1:1 is also crucial.

Small things like implementing a buddy system or a mentorship system can massively help people process change. Employee Resource Groups are an alternative to this in larger organisations. If you can do any of these in a way that allows for cross-functional collaboration, you'll create a sense of unity and shared responsibility for the success of the change.

You must understand that change can be stressful, so prioritizing employees mental and physical health is essential. This commitment to their overall welfare shows we value them beyond their work contributions. Involving employees in discussions about change impacts demonstrates consideration for their needs, increasing engagement. Transparent communication about the reasons and benefits of change helps them understand and embrace it.

Don't wait for change and then reactively try and manage wellbeing. Build resillience into your organisations training programs throughout!

One company that took a practical approach to engaging people during change was Danone through its “One Person, One Voice, One Share” programme. Each employee was granted one Danone share, in combination with an annual, amplified dividend-based incentive scheme. And all employees were involved in a bottom-up consultation to provide feedback and ideas on how Danone could reach its ambitious 2030 Goals. It led to engaged employees “co-owning” the company’s business agenda and transformation.

Companies undergoing significant change or restructuring often shy away from engaging with employees to have conversations and seek their views more formally (i.e. through surveys or action groups). This, presumably, is due to fear of hearing negative comments or dissatisfaction. But it is crucial to have open lines of communication with people during change processes, to be speaking and listening even more - and using multiple forums to do so. In our experience, change is best managed when fully involving people in the process, asking their opinions and acting on what they say. This is how true 'buy-in' occurs.