Feature

Coping with ‘change fatigue’

Constant changes in policies are stressful for most employees. Sudipta Dev focusses on the right process for initiating change in an organisation.

Changes are inevitable in a dynamic business world. The needs of the times necessitates organisations to implement policies and regulations which have a direct impact on their employees. The time factor is crucial, as the pace and frequency of implementation determines how it impacts the work culture in the company. Interestingly, it has been observed that what makes all the difference is not the actual change itself but the way it is communicated to the employees and accepted by them by making them ‘inclusive’ to the process. The inability to do so has a demoralising affect on the employees and adds to the stress factor. These are the symptoms of ‘change fatigue’—a common syndrome that afflicts the workforce in many companies.

Any change brings with it its own set of complexities and insecurities. The change management process is as important as the change itself. Kalpana Jaishankar, VP-HR Operations & People Development, Patni believes that the right process starts by identifying the need for change. “This could be due to some statutory requirement, business need, or a change in industry norm/practice. The correct process is to define the objective to be achieved, debate over it from an HR, finance and implementation perspective and then execute the change while maintaining transparency and open communication channels.”

Managing change

"There may be instances when due to statutory guidelines or other compelling reasons, these changes cannot be communicated ahead of time" - Shantanu Banerjee Director (HR) Xansa (India)

Changes are an essential part of any growing organisation operating in a competitive market. The main issue is to manage it well—a task that is easier said than done. It requires a lot of sensitivity on the part of the senior management and the HR department to handle the complex process of initiating any major or minor change. “Therefore every change should be well thought about, researched and communicated. Also, one should maintain a balance in the frequency with which change is implemented,” says Jaishankar.

The changes should be well justified and phased properly. Shantanu Banerjee, Director (HR), Xansa (India), asserts that employees must be taken into confidence and communicated with before making changes. “This ensures a better buy-in from the employees resulting in higher levels of belongingness and reduced dissonance. However, there may be instances when due to statutory guidelines or other compelling reasons, these changes cannot be communicated ahead of time. In such instances, it is important for the organisation to ensure that the information cascades in a structured manner. This in turn ensures that possibility of misinformation is minimised,” adds Banerjee. There are innumerable ways to ensure seamless transfer of information, for instance forums, town hall sessions, e-mail cascades, newsletters, leadership updates, FAQs, etc. Xansa organises regular town hall sessions across all locations, with periodic updates communicated though e-mails and newsletters. The ‘Make your contribution’ (MCC) forum, is another effective medium.

Change has an unsettling impact and consequently should not be too frequent. Neelam Gill Malhotra, Director, HR, Computer Sciences Corporation, India explains why change should be in rhythm with the organisational culture, “The determinants are the rationale behind a change and correct time and stage for implementation. Any change can be unsettling, so it logically needs to have a settling influence before any other change in policy is introduced.”

Impact on the work culture

Changes impact the work culture, both positively and negatively. While the aim of any new initiative is the welfare of the organisation and its people, any mismanagement in bringing about the change might adversely influence the working atmosphere. Rumours float, insecurity abounds, employee morale dips and eventually the productivity suffers. Acknowledging that change, if well implemented, is an extremely constructive exercise and ensures a higher degree of engagement with the employees, Jaishankar reminds that however, any negative impact erodes the trust factor.

Planning for the change is critical for any organisation. “In today’s dynamic environment, organisations must have a ‘change ready’ culture. To enable this it is imperative to have effective communication channels within the organisation. It is equally important to ensure that the leadership team, and managers are equipped with FAQs which not only pre-empt possible questions from employees, but more importantly ensure that a consistent message is going out,” states Banerjee.

Management must assess what employee reactions will be and craft a change programme that will provide support as employees go through the process of accepting change. “The policy must then be implemented, disseminated throughout the organisation, monitored for effectiveness, and adjusted where necessary,” adds Malhotra.

Dealing with change fatigue

Tired of changes employees are known to suffer from change fatigue. How can an organisation help employees cope with change—be it in terms of new policies and regulations or bigger restructuring issues? The solution is to have a clear vision and process in place. “Nothing can move forward in the right direction without the right vision. Set examples by getting the stakeholders (especially the senior management) to lead the change. Get employees committed to the need for change and make the change last and monitor it continuously. The employee is always going to ask ‘what’s in it for me?’ Have all your answers ready to this and to all of the above before you announce a change,” says Sathyan C, Associate Manager, Human Resource, Marlabs Software.

Apart from being an unsettling influence on the current employees, a history of change in an organisation confuses a new entrant making it difficult for the person to integrate. “Ideally, the organisation should involve the employees in the process and collaborate with them to make the change more acceptable,” states Jaishankar. The key to this is constant communication. The rationale behind the change should be explained to the employees. It is important to reduce the complexity within the organisation.

If employees are mature enough to directly work with clients they also have the capacity to understand business compulsions and contribute towards profitable growth of the organisation.

The change must involve people, not be imposed on them. As Malhotra points out, “It is all about striking the right balance between the expectation of the employees, the pulse of the market place and the pulls of business.”