Cre­at­ing a re­silient com­pany in times of con­stant change

NBK MONEY MAR­KETS RE­PORT

Kuwait Times - - BUSINESS -

Ev­ery­thing is sub­ject to change, es­pe­cially at work. Com­pa­nies, big or small, goes are likely to go through changes such as pro­mo­tions, new hires, bud­get cuts, ge­o­graph­i­cal ex­pan­sion, and many other events that are likely to hap­pen fre­quently. How­ever, the re­sponse to change and its re­sults can vary greatly from com­pany to com­pany and from team to team.

While busi­ness lead­ers might be ex­cited about change or sim­ply ac­cus­tomed to it, em­ploy­ees might not be as en­thu­si­as­tic. If you want to cre­ate a com­pany that not only ac­cepts change but also thrives on it, then you must train, in­tro­duce change grad­u­ally, and cre­ate an at­mos­phere of safety for your staff.

Ac­cord­ing to the Bayt.com ca­reer ex­perts, here is how you can cre­ate a com­pany that wel­comes change and suc­cess­fully reaps its ben­e­fits:

1. Keep your em­ploy­ees in­formed

Un­less the change is com­pletely un­planned, it’s al­ways a good idea to take your em­ploy­ees through the en­tire process of change and to out­line your plan in re­sponse. This can be made eas­ier by pass­ing on cus­tom­ized plans to var­i­ous depart­ment heads who then ex­plain it to their teams. The plan should also in­clude a de­tailed de­scrip­tion of how each depart­ment will tran­si­tion into the change, grad­u­ally and in phases. A sud­den change would most def­i­nitely in­crease anx­i­ety. There­fore, you should mit­i­gate the el­e­ment of sur­prise when­ever pos­si­ble.

2. Elim­i­nate the fear of fail­ure

Change al­ways brings with it the fear of fail­ing and get­ting out of one’s com­fort zone. The need to learn new skills and be con­stantly alarmed brings a tense at­mos­phere to any team or depart­ment. As a re­sult, man­agers must in­still con­fi­dence in their em­ploy­ees that they would not be rep­ri­manded for fail­ure, es­pe­cially dur­ing the tran­si­tion stages. You must af­firm to your em­ploy­ees that mak­ing mis­takes dur­ing times of change will only lead to an in­crease in learn­ing and an im­prove­ment of pro­cesses. At the same time, don’t al­low change to be an ex­cuse for com­pla­cency or for shy­ing away from tak­ing risks and try­ing out new tech­niques. On the con­trary, em­power your em­ploy­ees to ex­per­i­ment and strate­gize in or­der to ad­just and grow.

3. Be ready for emer­gen­cies

Change can be very un­pre­dictable, es­pe­cially when it comes to ex­ter­nal and un­con­trol­lable fac­tors in the mar­ket and the econ­omy. As such, it’s ad­vis­able for your com­pany to pre­pare poli­cies and cases for any sort of con­ceiv­able sit­u­a­tions and likely trends. There are var­i­ous types of trends such as hard trends (where the change is in­evitable) and soft trends (where the change may or may not hap­pen). Keep­ing this in mind, you must strate­gize with top man­agers on how to han­dle each type of trend and dis­sem­i­nate in­for­ma­tion to your staff so that they know how to act in case the change does take place.

4. Pro­tect your em­ployee’s status

Cer­tain change, such as down­siz­ing or re­struc­tur­ing, can cause your em­ploy­ees to be­come highly wary of their po­si­tion and status in the com­pany. They might be afraid that their status is threat­ened, and hence might not be very pro­duc­tive, or speak badly about the or­ga­ni­za­tion be­hind your back. It’s best to as­sure your em­ploy­ees that they will not be af­fected badly by the change, and will in fact ben­e­fit from it. If, in re­al­ity, the change ne­ces­si­tates ter­mi­nat­ing em­ploy­ment or restaffing, then you must be hon­est and straight­for­ward; ex­plain to your em­ploy­ees what is hap­pen­ing and why. This will help you avoid bad pub­lic­ity or harm­ing your em­ployer brand.

5. Train your em­ploy­ees

A great way for em­ploy­ees to ac­cept and thrive on change is for them to be trained on the new the skill-sets that will be re­quired af­ter the change. Em­ploy­ees are of­ten too com­fort­able in their daily rou­tine and their work is ha­bit­ual. It’s a good idea to ask man­agers to list down the skill-sets that em­ploy­ees might need in the fu­ture and sug­gest ways to fill in the gaps through in­ter­nal or ex­ter­nal train­ing.

6. Per­fect your hir­ing strat­egy

Change will of­ten im­pact the hu­man el­e­ment of your busi­ness. Whether you need to hire for your newly cre­ated po­si­tions, re-fill your old ones, or sim­ply keep a tal­ent pipe­line for your pre­dicted changes, you must have a good tal­ent sourc­ing strat­egy in place. At first, you should widen your hori­zons by ac­cess­ing larger and more di­ver­si­fied tal­ent data­bases. For ex­am­ple, Bayt.com em­pow­ers re­cruiters and hir­ing man­agers by giv­ing them ac­cess to over 28.5 mil­lion CVs. You can then eas­ily move on to the next step of seg­ment­ing your tal­ent needs, nar­row­ing down your prospec­tive em­ploy­ees, and iden­ti­fy­ing those who will be most fit­ting for your cur­rent and/or fu­ture open­ings. An ar­ray of pow­er­ful search, fil­ter­ing, sort­ing, and or­ga­niz­ing tools will make that step much smoother for you.

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