Considering Change with PICOR: Operationalize
Your team has now established the foundation to introduce the change to the work environment. It must now be operationalized! This means weaving the new ways of doing business into your current systems and processes to make them natural and actionable for team members. Incorporating change into existing processes, training, and checklists will make it easier for your team members and help to establish the change as the new norm. An important message from sponsors and leadership will be that it is not old vs new methods, it is the best way forward for the organization.
Goal alignment in an organization involves ensuring that both people from top to bottom in an organization, and, divisions, branches and departments, are working to achieve similar goals.
Communicating the strategic vision is only the first step. Employees are motivated by purpose. When employees understand how their work impacts organizational goals, they are more engaged. Company goals flow-down to team goals, and team goals should inspire individual goals. Showcasing the connection between each level gives employees a clear sense of how they are supporting those goals. Each discipline within the organization connects to the high-level strategic objectives, but tailors goals to their function with actionable and measurable targets.
Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities, and performance expectations to ensure mutual understanding between supervisor and employee.
The aim of the process is to motivate employees, correct deficiencies, create personal development plans and make the employee feel valued as an integral part of the organization. In a change environment, this is an intimate communication process. This provides opportunities for supervisor and subordinate to have conversations about changing behavior expectations, identify necessary support, and create a collaborative and trusting environment to adopt new or modified work processes.
Conducting a post-event sustainment survey of impacted managers and employees 60-90 days after operationalizing the change will determine how well the initiative has been integrated.
Monitoring the progress of the change and assessing the likelihood that it will last is a key process that will inform the team of any updates or modifications needed to ensure the initiative is producing desired results. Ask yourself and team: have the new systems or work processes been adequately resourced to sustain the change?
1. Combe, M. (2014). Change Readiness: Focusing Change Management Where It Counts. PMI White Paper. Retrieved 28 February 2021, from, https://www.pmi.org/learning/library/change-readiness-11126.
2. Eby, K. (2017, June 12). Free Lean Six Sigma Templates. Smartsheet. https://www.smartsheet.com/free-lean-six-sigma-templates
3. Stafford, S. (2020, January 5). The ADKAR Model. Change Managers. https://changemanager.ie/2020/01/13/the-adkar-model/
4. Ndukwu, D. (2020, March 18). 7 Data Collection Methods for Qualitative and Quantitative Data. KyLeads. https://www.kyleads.com/blog/data-collection-methods/
5. Courtney, F. (2019, September 20). Change Management: 3 Reasons Why Training Supports Organizational Change. ELearning Industry. https://elearningindustry.com/change-management-3-reasons-training-supports-organizational-change
6. Communication Checklist for Achieving Change Management. (n.d.). Prosci. Retrieved March 4, 2021, from https://www.prosci.com/resources/articles/change-management-communication-checklist
7. Cheney, J. (2020, August 27). The Top 5 Ways to Operationalize Change. Think Up Consulting. https://thinkupconsulting.com/the-top-5-ways-to-operationalize-change/