8 MANAGING CHANGE


Business transition should be organised, online and ongoing


A company going through change can be a traumatic time for any employee, so how can L&D professionals help organisations embrace transformation, asks Rhian Jones


year, helping people feel involved and positive about the changes was a priority. Having identified that many of their 15,000 staff members were not the “touchy feely” types who would want to sit through endless information sessions, a creative approach was needed. Working with Acteon Communication and Learning, webinars, podcasts, short films, animations and jingles, typically lasting about 30-180 seconds, were introduced into training sessions. The idea, says Alison Innes-Farquhar, head of people development and engagement at HC-One, was to give staff bite-size chunks of learning they could chat about over a coffee break that would help fire their enthusiasm about the changes. This kind of approach requires considerable upfront investment, but it can be far more cost-effective in the long run, says David Williams, leadership development expert and CEO of people development firm Impact International. “Many organisations fail to take people with them on the journey and, as a result, end up having to literally change their people, with all of the fall out, cost and lost experience that incurs.” The biggest challenge CEOs face


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when leading change is “not around structure, finance or business strategy but around changing people’s mindset to a different way of working,” he says. Delivering online training can be


an effective and relatively inexpensive way to support a large number of staff through large-scale organisational change. In September, HC-One will introduce bespoke e-learning, developed by Acteon, into its blended learning programme, allowing the company to focus more resources on courses and programmes that require hands-on practice: “By using systems that are effective, accessible, low risk and consistent, we can deliver engaging and empowering learning to thousands of people at a low cost,” explains Innes-Farquhar. The blended-learning programme


(a combination of webinars, workplace activities, supervisions,


hen the healthcare company HC-One embarked on a major acquisition programme last


which for L&D professionals, means being responsive and delivering training that supports changing business objectives. Because change often brings “fear


and emotion”, communication is vital. At Hilton Hotels, professional reviews, feedback sessions and team building days provide opportunities for staff to feed back on changes – an approach that requires L&D professionals to have a deep understanding of the company’s aims and values. “They have to really understand


our business models and be champions of what the business is trying to achieve, so that they can communicate that clearly to our team members,” says Bengougam. Keeping a close eye on the competition is also important. Studying competitors to see what they are doing differently, or how they are being affected by market changes, can help L&D professionals plan more strategically, says Andy Dickson, head of global solutions at Impact International. Those not “scanning the horizon” can get stuck in a rut or caught out by unexpected change, he says. At the same time, L&D


HC-One used ‘blended learning’ to train staff to support people with dementia


workshops, podcasts, external qualifications and continuing professional development) trains HC-One staff in basic mandatory subjects such as fire, health and safety and infection control, as well as in specialist skills, such as how to support those living with dementia, safeguarding and food service. “The key has been to align every learning intervention with the specific needs of learners and the business,” says Owen Rose, managing partner of Acteon. “That is when learning can really help drive business change.” As part of the programme staff


are encouraged to keep “personal learning logs” which, as well as helping them track their progress, allow them to tailor their learning to their own interests. Innes-Farquhar explains: “We don’t tell them what direction they want to go in – they may want to be a manager in care, specialist in dementia services or end-of-life care – so they can direct


‘A lot of organisations fail to take people with them on the journey’


their own pathway by choosing the subjects that will get them there.” Hilton Hotels also has a comprehensive e-learning programme (the Hilton Worldwide University) that offers more than 2,000 courses in 18 different languages – including several on managing change. But as its head of human resources,


Ben Bengougam, points out, change management training should never be reactive, even when (as in the case of relocation, mergers or redundancies) change happens suddenly. Rather it should be part of ongoing learning and development programmes,


professionals need to implement new ideas with confidence, and encourage the workforce to “look for the opportunities in change”, says Williams. With the right guidance and support – a combination of structured dialogue, coaching and feedback – individuals can learn how to deal with the negatives associated with change and help create an effective changeover process for the business. Williams explains: “When this


personal learning is coupled with a more inclusive approach to change in the workplace, organisations experience significantly lower levels of resistance, and higher levels of collaboration and innovation, which will have a positive impact on the bottom line.”


Acteon (formerly Information Transfer) will be exhibiting at the World of Learning Conference and Exhibition, 2-3 October


Andy Dickson, head of global solutions at Impact International, and Sue Miller, metro & corporate l&d manager at Hilton Worldwide, will speak at the World of Learning Conference on 2-3 October. www.learnevents.com


ALAMY


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