In a constantly changing world, companies need to be agile and create a dynamic of change to ensure their long-term survival.
Transforming an organization is a complex and costly process.
Beyond the technical specifics, it is essential to take into account the human dimension.
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To ensure buy-in from the users affected, change must be accompanied rather than imposed.
According to a survey of 85 Project and Program Managers and consultants in the @FocusTribes community, 91% believe that lack of support for change is the main factor in the failure of a process and system harmonization initiative.
So how do you get employees to become real players in the change process?
The ADKAR model, initiated by Jeff Hiatt, founder of Prosci, 20 years ago, emphasizes the importance of full employee buy-in for any sustainable change within an organization.
To initiate a transformation, it is therefore necessary to involve each employee individually to ensure the collective success of the project.
This method enables :
■Inculcate a culture of change throughout the company;
■Identify shortcomings in the change management process and implement corrective actions;
■To understand and overcome resistance to change.
The ADKAR model is your ally in managing your transformation projects. Created by Prosci, it is based on five simple but essential steps. Awareness: to understand why change is vital. Desire: the desire that drives your teams to commit themselves fully. Knowledge: to master what needs to be done and how. Ability: to transform theory into concrete action. Finally, Reinforcement, to anchor the results obtained in a lasting way.
What is the strength of the ADKAR model? It puts people at the heart of the process. Because, let's face it, an organization only changes if its people change. Easy to apply, adaptable to all your projects, this model is a clear guide to moving from "we'd like to" to "we've done it". So, are you ready to move your employees and consultants forward, one step at a time?
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ADKAR is the acronym representing the 5 key steps for supporting individual change, in the collective interest. Implementing the ADKAR model in a company requires a structured approach and genuine team involvement. Here are the key steps to success:
Start by clearly explaining why change is necessary. Use figures, concrete examples and transparent communication to show the benefits to be achieved and the risks of standing still. Make sure every employee understands the importance of the project.
Involve employees as early as possible in the reasons for the change, if possible when the need is first identified: make them understand the what, the why, and above all the risk of not changing.
The initiators of the project must be able to disseminate the information, choosing the most appropriate channels and making sure to measure understanding of the message using concrete indicators.
Motivate your teams by highlighting the individual and collective benefits of change. Involve them from the outset, by listening to their concerns and answering their questions. Internal ambassadors can play a crucial role in inspiring and mobilizing.
Generating the desire to change is necessary to limit resistance.
At this stage, the project manager needs to be a good listener, a good leader and an assertive one.
He must be able to adapt his discourse and find the right levers to raise awareness and mobilize employees.
He or she must also be attentive to employees' emotions and overcome their fears, so that they become real actors of change.
Provide the necessary training and tools so that everyone can understand their role in the process. Workshops, online training or personalized coaching can be very useful here.
Change is synonymous with upheaval. Naturally, people fear the unknown.
In the corporate world, we need to support employees so that they understand what is expected of them, and make the transition as smooth as possible.
At this stage, it is essential to identify and formalize the skills and know-how required, and to draw up a handover plan.
Accompany your employees in the concrete application of new practices. Give them the time they need to make the changes their own, while offering customized support in the form of coaching, feedback and mentoring.
Employees need to be supported in developing the knowledge and skills they need to manage the transformation project.
This often means implementing a skills development plan and revamping or even establishing a training policy.
Make sure new practices become reflexes. Celebrate successes, even small ones. Set up indicators to monitor progress and make adjustments if necessary. Consider rewards or recognition to maintain commitment.
This last step helps to consolidate new processes and avoid the resumption of bad habits.
It should enable employees and consultants to integrate the new practices into their daily lives.
To achieve this, processes must be put in place to measure, encourage and reward teams for the changes they have implemented.
Before plunging into change, it's crucial to understand where you stand. Analyze your company's context: what is the potential resistance? Where do your employees stand in terms of commitment to change? A clear cartography of obstacles and levers will enable you to build a solid foundation.
Gather change ambassadors from different departments. These opinion leaders, well integrated into the organization, will play a key role in spreading enthusiasm and acting as relays between teams and management. They are your allies in embodying the message and responding to concerns on the ground.
Use the ADKAR model as a compass to plan your actions. Break down your project into micro-objectives aligned with the model's five stages: Awareness, Desire, Knowledge, Ability, and Reinforcement. Make sure each stage has measurable indicators to track progress.
Change must be supported by clear, engaging and transparent communication. Explain the whys and wherefores in an accessible way. Think about diversifying your formats: newsletters, meetings, videos or interactive workshops. And don't forget to listen to feedback to adjust your message.
Invest in skills! Organize targeted training courses, provide appropriate tools and facilitate continuous learning. A gradual build-up of skills will ensure that your employees are confident and competent to make the necessary changes.
Change is a marathon, not a sprint. Celebrate every little victory to keep teams motivated. Think of initiatives such as rewards, employee testimonials or events to mark key milestones.
Regularly assess the impact of your actions. Performance indicators, feedback and internal audits will enable you to detect deviations and adjust your strategies. Flexibility is the key to sustaining change.
Ready to take action? At FocusTribes, we can help you make your transformation projects a success. Contact us today!
Change management must therefore be a priority.
According to Procsi: " An initiative accompanied by excellent change management is 6 times more likely to achieve its objectives than one with poor or no change management ".
A good methodology makes it possible to :
■ Lay solid foundations to better grasp current and future business transformations.
■ Establish a better quality of life at work. The new initiatives put in place help to improve employee productivity and team cohesion.
■ Encourage employees to become real agents of change.
To successfully carry out transformations within organizations, managers need to mobilize a high quality of communication, listening and total transparency.
In order to achieve greater buy-in, change must be co-constructed rather than imposed. It's essential to involve all stakeholders.
In this way, the human dimension is at the heart of all change.
There are different ways of proceeding, but understanding change using the ADKAR model helps to limit resistance and rejection factors.
This is the most people-oriented methodology.
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