AI enabled. It will enable us to find, for example, if there’s a natural disaster in country A, but we have someone in country Z who has exactly the skills we need, we can identify them because we have all the skills in our AI database and can move them literally at a couple of days’ notice.”
“The second thing is constant
communication about what it is you are doing as the change process goes along. Third is being open to feedback. So we tried to iterate and pilot constantly. We listened to feedback and if it didn’t work, we’d stop it or adjust it and we’d tell everyone about that. People feel there is actually a point about giving feedback. “Lastly, we have a policy of
being really transparent. We introduced a new employee listening architecture last year using Microsoft Glint [Viva Glint – employee engagement survey and AI-powered data analysis tool]. We are now having an inclusion and an engagement survey every year and a policy of radical transparency, where everything for every office around the world is all on display and everyone can see it. Things like that really help build trust and involvement and why we haven’t really had any resistance to what’s a pretty radical change process.” The UNDP’s
change
management programme is also upgrading the effectiveness of its global people talent pool and skills deployment. Again harnessing new AI technology and leading from the front with agility, it is bringing its external perspective of rapid response into the organisation. “We’re now rolling out an internal talent marketplace that’s
COMMUNICATING ACROSS BORDERS For organisations with distributed workforces and where remote work is here to stay, “what organisations need to do and HR needs to lead this is to ensure we have an effective communication channel infrastructure,” said Anthony Ariganello, president and CEO of the CPHR, Canada’s designated HR body. “It’s not enough to communicate in one way. It’s really important to establish a variety of ways. I think having virtual Town Halls regularly is really important and having messaging from the top, from leadership, is equally important to make sure that carries on. Also having employee apps today. Using the technology and leveraging it is important. “Organisations that I’ve seen
have developed a communications calendar, so for example on a certain day of every week they look for
feedback and that’s
disseminated by the organisation. Tying it all in, welcoming feedback and showcasing you are actually using that feedback is critical, especially in times of change.” UNDP, which communicates
across 130 countries, adopted a networked approach to ensure communication and voices were supported and heard. “We’re very decentralised so what we did was created a network of people champions,” said David Bearfield. Each country office leader nominated someone – often a junior member of staff – who was going to be the People 2030 champion. It then created a network of all those people. “We communicate extensively
with them. I have a webinar with them every month. My team is speaking to them. They get Teams channels, newsletters and we give them very clear tasks to
communicate what’s happening and to get feedback on what’s landing, so to take their own initiative and the freedom to do whatever they like to implement the people strategy.” Another employer taking
internal communication and change management seriously is Genel Energy Plc. Berna Öztinaz, its CHRO, and president of the European Association of People Management, told delegates that around a third of its workforce is part of its incomms team. Alongside this, “one of the wisest things we did was we just assigned an opinion leader”. This was not someone from the C-suite or the HR department, but someone entirely out of those departments and where senior leadership at executive level take on a sponsoring role to the team. “We gave him what we called
creative autonomy, so he and his team have the space to experiment and fail, if it is the case, to learn and find the best way,” she explained. “It’s a good experiment and we see a lot of good results. We were much more ready than anticipated culturally for this – you cannot imagine how people will thrive until you give them the space. So that is what I call a learning for the executive teams as well. As long as you are sincere about your intentions, it pays off.”
WHY DO CHANGE MANAGEMENT STRATEGIES OFTEN FAIL? Writing for the ‘Harvard Business Review’, Mary Sharp Emerson highlights seven ways change management – which is fundamentally about leading people – strategies fail.
1. A poorly defined strategy from the outset 2. Following a rigid or inflexible strategy 3. Ineffective communication 4. Failing to identify or address resistance 5. Culture and strategy misaligned 6. Unrealistic expectations 7. Wins not created or celebrated
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