- On February 19, 2019
- By Beehive HRMS
- Tags Employee Development|Employee Development Software|Employee Development System|Employee Document
Is Your Employee Good At Handling Change?
Progress is not possible without change, and those who cannot adapt to the changes cannot change anything. Many employees believe that change is bad and obstructs plans for increasing performance and efficiency.
A change can be anything, for example, starting a weekly staff schedule. A study on stress says that level of control a person has in a challenging or bitter situation is one of the factors influencing their stress level. Simply put, the more control an employee has in any situation, the more change they can handle without any stress.
However, poorly dealt change communications can result in anything from resentment to hostility. You should realize this and consider in your change strategies and the areas where those reactions might arise and who can react in certain ways. Leaving this to chance and properly handling other areas is a poor management.
Understanding your people and knowing a person’s perspective of change, will help you be prepared for every circumstance.
The Control Freak This employee’s confidence lies in knowing their role and their tasks. Change makes them fear about losing control and confidence. This is generally happens when it comes to technical changes among the non-technical or manual workforce. Encourage them and tell them the company has the confidence that they can address the challenges and will be backed when the time comes.
The Worrier This employee worries a lot about any change. They want to know all the aspects of their lives. They will become nervous even moving the coffee machine to another place. Throwing sudden changes on them is the poor way to handle them. Explain them everything they want to know to offer a sense of security.
The Ambitious This employee embraces change if they think they will benefit. They could be defensive and don’t get pleased if the coming change results in a loss of status. Handle them carefully. Ensure they know how they can evolve in a particular area.
The Clock-Watcher They fear that the changes will force them to do extra work. Insecurity or confidence can also be the biggest problems for them. If they are the crucial part of the operation due to their expertise, and if the changes do bring extra work, then you should offer rewards and perks to get them on board with the changes.
The Complainer They never listen. Nothing might convince them when it comes to change. They are the biggest resisters. Things need to be explained to them and if needed also be given a choice of taking a raise. You should address employee concerns in all of these categories to make them cooperate for a change. In a nutshell, it is the job of managers to take the changes seriously, if they are not, neither will employees.