change management process change management plan
Very often it is hard for the more experienced members of a department to make a transition from the comfortable habits and success to which they have become accustomed to the new (and self-image threatening) tools and practices of change.
Here is something that worked well for me that may give you some ideas for your situation.
At the time, I was a department manager in a bank's operations division. We were changing from a labor-intensive process to more automation using new technology that came easily to young employees but intimidated the older ones.
The older ones had a level of high production status earned through many years of experience. This enabled them to manually process the documents very quickly in our old, non-tech environment. They were always more productive than the younger ones who simply were not old enough to have accumulated years of experience.
As the new equipment came in and the younger ones began producing documents faster than the most skilled manual-producer could ever do, I saw fear and resistance beginning to build among the veterans. The days of their high production status were coming to a close quickly. Technology and younger employees would soon turn their whole production world - and status - upside down.
In a flash of insight (or dumb luck), I realized that we could not move forward with the new technology and culture while our more senior clerks were clinging tightly to their very successful past. Also, without some kind of recognition of what they had accomplished (i.e., acknowledging, "they were somebody"), their resistance to change could poison the department.
So, what better solution was there than a party?
We had a "New Year's Party" in July - only this was not a calendar new year but a technological new year. My assistant and I dreamed up some superlative awards that we could give to every veteran to make sure each was uniquely recognized.
"Most Loan Documents processed while working shorthanded", "Best mechanic on the sorter machine" (that was being replaced), etc. We gave them a gaudy sash to wear with their title on it ("Best Sorter Mechanic") and a crown made with construction paper and lots of glitter.
Since we were trashing the old equipment anyway (we had long since amortized it), we offered three swings with a hammer for $1.00.The money went to a charity they selected, we had cake and ice cream while taking a lot of pictures of laughing people whacking away at the obsolete equipment.
After all of that fun, I summarized what it was about by saying an era was closing and we wanted to acknowledge the high producers that helped us get through it. We were closing one chapter of our history together and moving together into the next one. The older staff had helped the younger ones learn the old way and become productive.
And now it was time for the younger ones to return the favor by helping the veterans with the new technology. We posted the pictures on the walls, award winners hung their sashes by their desks, and we moved into our brave new world.
We were able to do so easily because we took some time to acknowledge the value and contributions of the older ones and drew a formal close to the previous era. The older ones were satisfied that we properly recognized and appreciated them and then were able to accept the help of the younger ones.
Please remember that everyone AT ANY AGE needs to feel valued. As long as they think you are looking out for them, they will look out for you.
Richard ("Dick") Grimes has used his 30+ years experience in training and operations management for private and public organizations as a foundation for his company, Outsource Training.biz LLC.
Human Resource professionals can earn pre-approved, re-certification training hours by visiting his website, http://www.outsourcetrainingonline.com/. If they send an email to him after taking a course with the word "Ezine" in the subject line, they'll get a $25 REBATE on the course.