FEATURE
desired organisational culture, behaviours and improved business processes – these areas all need to complement one another for any change project to be worthwhile. There’s no point in moving to a flexible model, for example, if people don’t buy into the value of venturing away from their desk in search of better places to perform certain tasks.
Q
In your experience, what is the most effective way to ensure employees are on
board with any proposed changes? We need to win over hearts and minds. The minds are won over by sharing clear, concise information in a logical and digestible way. Hearts can only be won over by employees internalizing the changes at a personal level: “How do they impact me?”
The first step is getting people together to clarify what the change is all about, explaining what they will get out of it, then working with them to finesse the ‘what’, ‘why’, ‘how’ and ‘when’ of the change. This requires obtaining and showcasing the necessary evidence, which involves internal research including speaking to your teams, clarifying leadership priorities and, ultimately, designing what work, workplace and technology arrangements should be introduced.
Q
And how do you go about managing that change?
You’ll need a two-way dialogue with each individual and team involved in the change so that everyone is on the same page. Unlike many other business projects, introducing new ways of working cuts across many disciplines e.g., IT, FM, RE, HR. Each department representative needs to work together, linking their respective contributions to create a seamless infrastructure and transition. Everybody involved needs to understand the change in depth and get personally comfortable with it because it’s going to require them to change their approach too.
www.tomorrowsfm.com
It is impossible for change leadership to interact with every single employee, particularly in large organisations. To overcome this, a representative team of ‘change champions’ from within the business are appointed to be the go-between between workshop sessions in which they learn all about the change and how it’s going to work. These champions become experts themselves and are best able to connect with the employees they represent through dialogue and localised team discussions
Q Q
AWA’s Workplace Week is around the corner; what can facility professionals
expect from the event in London later this year? Workplace Week was specifically formed to explore how FMs, workplace professionals, service teams and business leaders can champion change in order to improve engagement and performance, not to mention talent attraction and retention. This year’s event involves a dynamic programme of workplace tours and fringe events across London. We have some really big names taking part including Lego, TransferWise and JustGiving.
Workplace Week showcases workplace innovation – how have the workplaces on show and their accompanying transformation
stories changed since the first event in 2011? Back in 2011, the whole movement to agile (or activity- based) working was, in many industries, in its infancy and often driven by a desire to use assets efficiently. Years on, companies are giving much more thought to how they create a workplace experience that embraces mobile working, but one helps people be at their best and provides real competitive edge in the recruitment, retention and motivation of professional workers.
www.workplaceweek.com/workplace-week-annual- dinner-workplace-week-london-2018
TOMORROW’S FM | 23
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