Manage HR Magazine | Friday, January 27, 2023
Digital adoption platforms, early adopters and managers acting as change agents, and the company's culture evolving to accommodate change are some of the biggest change management trends for 2023.
FREMONT, CA: After the pandemic, unpredictable change has become predictable. Often we don't have much time to prepare and plan before we need to change the way we do things quickly. Despite knowing change is coming, adjusting isn't easy. As a business or team undergoes massive changes, it takes time for employees to adjust and integrate new behaviors.
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As companies continue to adjust to the future of work, change managers need to prepare for rapid innovation and modification. They can prepare their teams for an effective rollout of organizational changes by understanding the trends shaping the way individuals communicate, buy, and do business.
This year's key change management trends to watch are as follows:
Change agents need to be managers and early adopters: While change managers lead overall change initiatives, team leaders need to help others adjust to new processes and expectations. All leadership and management roles must require change management skills.
Throughout the change process, qualified change agents provide additional support and shorten adjustment periods. Change managers can focus on larger company-wide issues and challenges when team leaders are willing to step in and provide additional direction and insight.
As change agents, team leaders help employees receive faster answers, more hands-on support, and feel more comfortable and confident with the "new normal." In order to acquire change agents across an organization, change managers shouldn't wait until a change needs to be implemented. Team leaders should be educated on how to manage change. The new change agents will be ready to help manage new tools, processes, or procedures when the time comes.
Workplaces that are digitally focused: In many businesses and industries, the 9-5 workday is a thing of the past. As employees and teams move to remote-first or hybrid work environments, workplaces are becoming even more digitally dependent.
To accommodate remote and hybrid employees, change managers must optimize training materials and resources. They must understand how to support all team members, especially those who rely on digital communication tools.
In digital-first workplaces, changes and adjustments are more frequent. Using tools and platforms to work and communicate means employees need to stay on top of updates or process changes. New policies or tools will be implemented more frequently by change managers.
In addition to solving today's problems, change managers must also prepare for tomorrow's. In order to stay competitive, new technologies must be implemented proactively.
Bringing change to life: In addition to making change part of company culture, companies should stop treating change as a necessary evil. The process of change can be humanized by embracing change and the value it can create.
The company and its employees can both grow through change initiatives. Members of the team gain new skills, try something new, and improve their professional lives. Nevertheless, if the change is framed as a complicated process that is forced upon them, they can be resistant and fail to recognize the benefits of undergoing a change.
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