When planning change management implementation, essential parts of an effective plan include physical and financial planning coupled with steps to prepare the people in the organization for the change. Carefully planning the non-human aspects of a move can help prevent human frustrations caused by planning problems. The best tips for dealing with change management implementation involve careful planning of the stages of change management implementation and close observation of the progress of organization members affected by the change, as well as involvement and communication with affected members at all levels. By catering change management to the specific needs of a company, a change manager can more effectively understand and plan for a smooth change management implementation.
A big part of effectively implementing a change with minimal personnel upset is planning the physical and financial aspects of the move. Most of these tasks will need to be performed by people, so if the tasks are planned poorly, people are bound to be upset. Ensure that the company has enough financial support, space, and manpower to accomplish the goals set in the change management plan.
Communicating with members early on in the process and keeping open communication available at all times can help prevent problems created by organization members bottling problems and complaints about the change. This can help organization members feel valued and keep them from circulating false information or rumors about the coming change. Allowing a department to help define its own process of change can help affected members of the organization manage their own part of the overall change. This can be achieved by setting guidelines for the change management plan defined by the members.
When allowing groups of members to plan their own change management implementation, it is important to stress communication between the group and company management so changes are not made without the knowledge of the overall change management team. In some cases, an immediate change needs to be made, so it is often a good idea to give affected members the power to make small changes to address pressing problems in the change. These small changes can be made with the understanding that these changes need to be brought to the attention of a change management team as soon as possible.
If new machines break down in the process of production for an important order set on a close deadline, the production team should be able to make the decision to call in a repair specialist or start up the old machines to fix the problem without having to wait for management approval so the problem can be fixed before it costs the company business. Emergency adjustments can also be made to a change management process if it becomes apparent that employees were not entirely ready to change. If a telephone representative is performing poorly with a new software program or sales script, a change management supervisor may opt to give the individual or the whole staff more training to deal with the change.