Managing Organizational Change
According to an oft-quoted proverb, the only constant is change. This is certainly the case when it comes to organizations and workplaces, with change coming from advances in technology, products, and processes. Effectively managing change is one of the key drivers of team and organizational success.
The Change Readiness Assessment assesses employees’ readiness and ability to adapt to changes in modes of communication, a global mix of co-workers and customers, and new equipment and processes resulting from technological and other advances. The results of the Change Readiness assessment can be extremely valuable in terms of identifying areas of weakness, and in planning training and rollout, thereby ensuring employee buy-in for new initiatives.
This assessment consists of the following items:
- 36 standard rating questions (agreement scale)
- Up to 5 custom rating questions (agreement scale)
- Up to 5 demographic categories (such as gender, age, department)
- 3 open-ended comment questions which serve to provide texture to the ratings
It measures the following dimensions:
Communications / Information Exchange: How well are you communicating purpose, details and goals of changes? Minimize false perceptions which can undermine and slow the entire effort.
Employee Involvement: Which groups report positive levels of job involvement? People with higher levels of job involvement often report less concern regarding change than those with lower levels of involvement.
Preparation for Change: Raising confidence in the ability to use new processes or technology can be a very valuable tool in promoting acceptance of change.
Attitudes Towards Change: Previously acquired attitudes towards change form the background for new changes and have significant impact on the speed and thoroughness of acceptance.
Reaching the Goal: Are your change initiatives succeeding in the eyes of employees? Do they know what signs will tell them if they are succeeding at making the desired change?
Project Activities: What are the initial impressions of the new initiative? On follow-up administrations of the survey, what are later impressions?