The Blue Book Network® is proud to announce the latest post in a series by our industry experts. The following content has been created by Caroline Shelly, of HF Planners, LLC, a Blue Book Network® Premier Member.
Everyone’s buzzing about change management, especially when it comes to corporate design. Companies are trying to achieve more with the office space by incorporating various trends within the space.
One growing trend is the elimination of the “typical” workstation. There is an influx of “bench desks” and non-assigned seating. While upper management may have embraced this as a way to fit more people into the space, when someone has worked in an assigned cubicle or office for 15+ years, they may struggle with these new innovations.
Employee may view such a transition differently than their employers do. Employee’s concerns include acoustical issues, loss of perceived rank, inadequate storage, lack of privacy, and visual distractions. Employers view such changes as more collaborative, paperless culture, less hierarchical, and more productive.
In order to get the two sides to agree, the Change Management program must be clearly communicated. The goal of the renovations must be clear. A project team should be established to meet regularly, document the proposed changes, discuss the transition period, and be transparent to the organization as to what the outcome is expected to achieve. If possible, all documentation should be posted on a SharePoint site or Cloud for all to access. While change can easily take up to months for some employees to embrace, it will happen more easily if they are allowed to get updates on the status of the redesign and how it will be rolled out.
5 Steps for Implementing a Change Management Program
1. Start with a sense of necessity – the facility manager and upper management should generate enthusiasm for the change. By taking a bold move to demonstrate that the status quo will cause stagnation in the organization and possibly restrict it from becoming an industry leader, upper management should convey the reason behind the change to employees.
2. Identify the Change Management team – key personnel from Human Resources, IT, Facility Management, and upper management should be identified to lead the team and help communicate and implement the changes.
3. Communicate, communicate, and then communicate some more – the Change Management team cannot communicate enough to the end users about what is being modified. Initially opposition will be loud and clear but as this will die down as time passes.
4. Celebrate successes – at certain intervals, and especially when goals are met, declare victory and elaborate how the renovations played a part in it. This will also open the arena to discuss new goals.
5. And lastly, review the lessons learned – This will be significant in identifying what went well and what did not during the transformation. Invite all team members along with upper management to discuss in detail the process. The outcome will be important in relieving the headaches that happen when changes need to occur again.
Agree? Disagree? Share your thoughts in the comments below!
The Blue Book Network® is proud to share content created by industry experts. All pieces by industry experts are reflections of the authors own opinions and experience and may not necessarily reflect those of The Blue Book Network®.