One of the most exciting things about working in the public sector is that it is constantly evolving. Whether upgrading its systems to ensure they’re fit for purpose or implementing updated strategies in line with the vision of new leadership, the industry rarely stands still.
But while talent in this sector understands and embraces the need for change, large-scale transformation projects are challenging. Colleagues may sometimes feel apprehensive about new processes and what they mean for them.
Here we offer some practical tips and advice to keep colleagues engaged throughout the change process and remain positively motivated during times of transition.
1. Communicate the reasons that change is necessary
As ever, communication is often the key to implementing any large-scale transformation projects, before, during and after the change, so that all colleagues feel they are an integral part of the transition.
Colleagues should be reassured that any impending changes are important for their organisation or department. Everyone needs to feel confident that the new approach, once it is established, will be better and will have benefits for all.
John Kotter, a professor at Harvard Business School and a leading change management expert, devised an eight-step process in his 1995 book Leading Change. He suggests that 75% of an organisation’s management needs to have buy-in for the change process to be successful. If you have that, then you can bring all your colleagues along with you by constantly referring to the change in positive terms, emphasising the advantages of the post-transformation structure.
2. Set and communicate key milestones on the way to your end goal
Colleagues need to see that there is a clear route to the end goal of the transformation process. A report by management guru McKinsey entitled ‘Changing change management’ reported that 70% of transformation projects failed to achieve their goals. One of the best ways to motivate people is by showing success. During a period of transition, it is important that colleagues witness small successes happening regularly. If you set (and celebrate) key milestones along the course of the project, at both a personal and organisational level, then colleagues will see these ‘quick wins’ and feel more at ease with the overall process.
Short-term targets should be achievable steps which serve to create a virtuous circle of each new little success encouraging colleagues to view the long-term goal of transformational change as equally achievable. Some of these key milestones are less obvious than others, so don’t be afraid of flagging them up and communicating them to colleagues – there should be a clear plan of how each goal will be reached and everyone should be aware of what and when they are.
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3. Recognise the importance of two-way communication
It is all too easy for transformational change to become, or be perceived as, a top-down process which is management-led and imposed on the workforce rather than actively involving it. Much better is for change to actively involve all colleagues – people always respond more positively if they think that any concerns they might have are being addressed rather than ignored. This highlights the vital importance of two-way communication: an openness to feedback, and even criticism, is a crucial part of a successful transformation project; equally, it enables any misunderstandings about the process to be addressed and colleagues to be reassured about it.
When those in charge of the transformation project respond quickly to ideas, questions and concerns, colleagues get the message that their input is valued, and they will be more engaged and committed to the project as a result.
4. Develop talent and address skills shortages
A research report by Google entitled The Value of Change Management found that offering mixed-format mandatory training made a transformation project significantly more likely to meet its objectives. Sixty-nine per cent of executives who considered their project successful had offered training both before and during a transformation project.
Colleagues should be encouraged to think of a transformation project as an opportunity. It’s exciting to be involved in a large-scale change and the integration of training into existing continual professional development affords colleagues the chance to develop their talents.
Prosci, a global leader in change management, carried out research on 1,778 change practitioners and found that 50% of those that integrated transformation projects and regular ongoing project management met or exceeded their goals. With the two functions working in tandem, it is easier for colleagues to see how the transformation project will have an impact on the future of the business. And if colleagues also see that management is prepared to invest in them, that adds to the ‘feel-good’ factor of the transition. Providing opportunities for colleagues to cross-train or upskill in order to perform key functions in a disruptive environment will benefit both the individual and the organisation.
5. Celebrate success during and after the transformation project
To truly embed transformation into your workplace culture, it is important to share success stories around the change process and recognise how you reached the end goal. You need to celebrate wins along the way (the key milestones), and, most of all, at the conclusion of the project.
Once the project is complete, it is good practice to link the change to a mission statement or organisational values, as this will help colleagues see how the change has had a positive impact, and how it will be part of an inspiring, shared vision of the future. This should also extend to new colleagues so that anyone joining, at any level, will already have been made aware of the values of the transformation and will view it in a positive light. The final part of a transformation project is to review it after the event, to evaluate its successes and failures along the way and identify what could be improved on any subsequent project. This will also serve to keep colleagues invested in the process and help them look forward to future transformation projects.
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