‘EMPLOYEE ENGAGEMENT FOR ORGANIZATIONAL CHANGE’
Write-ups following an event are an important part of taking part. They remind people what they learnt and keep the momentum of engagement going. Here’s ours on the speaker event (with interactive discussion) delivered by Dr Julie Hodges last Wednesday 13th March 2019. Suitable for anyone interested in change management, it was sponsored by Natwest Entrepreneurial Spark, another company inspiring change in our world (positive social change to be exact).
‘The fantastic event featured double the audience (on previous), a testament to the work put in. Everyone I spoke to was complimentary’, Hugo Minney (The Change Consultancy).
THE EVENT IN BRIEF
Aim: To explore a practical approach for engendering engagement with organisational change.
Focus: Fostering engagement with change through a stakeholder perspective and how this can be done successfully within different sectors.
Based On: The research which Julie Hodges conducted for her book ‘Employee Engagement for Organizational Change’, and her experience of leading transformational change in companies across the globe.
The Speaker: Dr Julie Hodges, Associate Dean & Associate Professor, Durham University Business School.
KEY TAKEAWAYS FROM THE EVENT
Dr Hodges explained how the latest research shows it is important to:
Create Trust (which requires dialogue not just push communications). A WIIFM (What’s In It For Me) discussion and a bit of honesty about the negatives (as well as the positives) goes a long way – and how a lack of honesty creates problems (with lots of examples).
Co-create a shared narrative and shared ownership, which might use tools like “corridor conversations” and “photocopier meetings”.
Audit the organisation’s capacity for change (it’s no good to keep driving through
For those subject to change, to understand why the change? and what are the benefits?
For Trust. It was widely raised that often there isn’t trust because senior management and directors may have personal agendas which are both contradictory with each other, and potentially contradict the change they are asking everyone else to undergo.
Understand the culture of the organisation in at least three different dimensions – the individuals, the whole organisation, and the culture in different functions of the organisation. Being able to identify the influencers is relevant here, especially as these may change over the course of the change.
THE SPEAKER: DR JULIE HODGES
- A leading expert on change in organisations with a particular understanding of the role and impact of people during transformations.
- 20+ years’ experience as a business consultant saw her practically leading organisational change and management development in a number of companies globally.
- An author with several books to her name, including her latest: ‘Employee Engagement for Organizational Change’ (Routledge).
- Published in a number of international journals on change in organisations.
- A Principal Fellow of the Higher Education Academy and Senior Fellow of the Foundation for Management Education (FME).
- A member of the editorial board of the ‘Management Consulting’ journal.