員工參與有助於做出有效變革

一位智者曾經說過，永遠不要指望任何沒有親自參與設計一個對其工作產生影響的改變的人會百分之百地支持他。那位智者人是對的。

一旦人們習慣了這種想法，並且有機會對變化的方向產生影響，他們就不會介意改變。甚至詢問員工的意見，然後選擇另一個方向，也比根本不讓員工對改變發表意見要好得多。

創造一種工作環境，讓員工感覺他們有能力發起變革，這也是積極的，也是對你的工作文化的一種讚揚。但是，更常見的是，員工發現自己陷入了別人正在發起的改變中。

在這些情况下，員工的想法正在改變。在影響他們的工作或工作流程的改變中沒有發言權，就是像對待孩子一樣對待你的成年員工。他們憎恨它，你創造了一些東西讓他們反抗——當你需要你的員工改變時，從來沒有好的情况。

在任何變化中，尤其是那些影響整個組織的變化中，不可能讓每個員工都參與到每個決策中。然而，多年來對我們的變化管理問題的答覆表明，當變化起作用時，組織已經不遺餘力地利用員工的參與。

員工參與，會是是悲傷、不快樂，和會扯後腿的，也會作出興奮投入的。這有巨大的差異。員他們被信任時，會給出他們的意見。當你需要改變你的工作環境時，你會想要有哪一種員工的參與？

員工參與，可以有效做出管理變革

當你讓員工參與到幫助做出改變的過程中，這些是你想要遵循的步驟。

• 製定一個計畫，讓盡可能多的人儘早地參與到變革過程中。無論誰將領導變革，你需要與你的變革團隊、你的高級經理製定這個計畫。這個高級或管理團隊在建立和發展對變化的支持方面起著關鍵作用。
• 使所有利益攸關者、過程所有者和員工盡可能地感受到變革的影響，參與到變革的學習、規劃、決策和實施中。通常，在變革管理中，一小群員工學習關於變革管理的重要資訊。
• 如果他們不能與其他員工分享資訊，剩下的員工將難以趕上學習曲線。這是變革管理的一個重要方面。你不能留下任何員工。
• 如果一個小組製定了變革管理計畫，那麼受決策影響的員工就不需要時間來分析、思考和調整新思想。如果在過程的任何階段，您將員工留在後面，那麼您就打開了變革管理過程的大門，以免產生誤解、抵制和傷害。
• 即使員工不能影響關於變化的總體決策，也要讓每個員工參與關於其工作單位和工作的有意義的決策。這樣做的一個有效方法是在部門層級進行。
• 在進行變革時，與你的團隊進行交談，然後分別與每個員工進行交談。你進行這些對話的目的是讓每個員工參與確定決策對其工作的影響。
• 在改變過程中建立量測系統，告訴人們他們何時成功或失敗。在任何情况下提供後果。積極應對變化的員工需要獎勵和認可。
• 在允許員工有一段時間來經歷可預測的變化階段之後，需要對未能採納這些變化產生負面影響。你不能允許那些反對者永遠走他們的消極道路；他們消耗你的時間、精力和注意力，並最終影響積極許多人的士氣。
• 關鍵是要知道，在變革管理過程中，什麼時候說够就夠了。大多數組織等待的時間都太長了，員工們有一個强有力的機會去破壞你所有的希望和夢想。

通過採取這些行動，讓員工有效地進行所需的變革，從而幫助員工感覺他們參與了一個比他們自己更大的變革管理過程。當量測變革的進度時，您會很高興您所做的。
Employee Engagement helps make effective changes

A wise man once said that you should never expect anyone who has not personally participated in designing a change that has an impact on his work to support him 100 percent. That wise man is right.

Once people get used to this idea and have the opportunity to influence the direction of change, they don't mind it. Even asking employees for their opinions and choosing another direction is much better than not letting them express their opinions on the changes at all.

Creating a working environment that allows employees to feel that they are capable of initiating change is also positive and a tribute to your work culture. More often, however, employees find themselves caught up in changes being initiated by others.

Under these circumstances, employees' minds are changing. Without a voice in the changes that affect their work or workflow, you treat your adult employees like children. They hate it, and you create something that they can resist - when you need your employees to change, there's never a good situation.

In any change, especially those that affect the whole organization, it is impossible to involve every employee in every decision. However, the answers to our change management questions over the years show that when change works, organizations have spared no effort to take advantage of employee engagement.

Employee engagement will be sad, unhappy, will pull back legs, will also make exciting input. There is a huge difference. When they are trusted, they give their opinions. When you need to change your work environment, what kind of employees do you want to have?

Employee engagement can effectively make management changes

When you involve employees in helping make changes, these are the steps you want to follow.

• Make a plan to involve as many people as possible in the process of change as early as possible. Whoever will lead the change, you need to work out this plan with your change team and your senior manager. This senior or management team plays a key role in building and developing support for change.
• Make all stakeholders, process owners and employees feel the impact of change as much as possible and participate in the learning, planning, decision-making and implementation of change. Usually, in change management, a small group of employees learn important information about change management.
• If they can't share information with other employees, the rest of them will have difficulty catching up with the learning curve. This is an important aspect of change management. You can't leave any employees.
• If a team formulates a change management plan, employees affected by decision-making do not need time to analyze, think and adjust new ideas. If you leave employees behind at any stage of the process, you open the door to the change management process to avoid misunderstanding, resistance and harm.
• Even if the employee cannot influence the overall decision-making regarding change, let each employee participate in meaningful decision-making regarding his or her work unit and work. An effective way to do this is at the departmental level.
• When making changes, talk to your team and then talk to each employee separately. The purpose of these dialogues is to involve each employee in determining the impact of decision-making on their work.
• Establish a measurement system in the process of change to tell people when they succeed or fail. Provide consequences in any case. Employees who actively respond to change need to be rewarded and recognized.
• After allowing employees to experience predictable change phases for a period of time, they need to have a negative impact on the failure to adopt these changes. You cannot allow those who oppose to follow their negative path forever; they consume your time, energy and attention, and ultimately affect the morale of many positive people.
• The key is to know when to say enough in the process of change management. Most organizations wait too long, and employees have a powerful opportunity to destroy all your hopes and dreams.

By taking these actions, employees can effectively make the changes they need to help them feel they are involved in a larger change management process than themselves. When measuring the progress of change, you will be happy with what you have done.