Tuesday, September 17, 2013Tweet
[IWS] Towers Watson: WHAT CHANGE LEADERS NEED TO GET RIGHT--Survey [29 August 2013]
IWS Documented News Service
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
Infographic #2: 2013 Change and Communication ROI Study (CC ROI)
WHAT CHANGE LEADERS NEED TO GET RIGHT
Press Release 29 August 2013
Only One-Quarter of Employers Are Sustaining Gains From Change Management Initiatives, Towers Watson Survey Finds
Focus on manager’s role could spark improvement in companies’ ability to manage change
NEW YORK, August 29, 2013 — While employers believe a majority of their change management programs succeed initially, a new survey by global professional services company Towers Watson (NYSE, NASDAQ: TW) reveals that only one-quarter of organizations are able to keep the momentum going over the long term. The survey blames the lack of continued success with change management initiatives partly on companies’ inability to prepare and train managers to be effective change leaders.
The 2013 Towers Watson Change and Communication ROI Survey found that employers say 55% of their change management initiatives meet their initial objectives. However, only one out of four respondents (25%) say they are able to sustain gains from their change management initiatives over the long term. Change management initiatives can range from program or policy changes, to business transformation, and mergers and acquisitions.
“Most companies are having a difficult time keeping the momentum of their change management initiatives going,” said Brad Messinger, a senior change management consultant at Towers Watson. “The organizations that are able to sustain change over time are those that focus on the fundamentals that we know drive successful change: communication, training, leadership engagement and measurement. And despite nearly uniform acceptance that these are the key drivers of change, the companies that aren’t good at them aren’t getting any better.”
The survey also found that most companies recognize that managers have an important role to play in managing change. In fact, nearly nine out of 10 respondents (87%) train their managers to manage change. However, less than one-fourth of all respondents (22%) report their training is effective.
“Managers are a catalyst for successful change. Now is the ideal time for organizations to look at this lingering problem from a new angle, focusing on the manager’s role. For managers to succeed at spearheading change, companies need to change their approach, train managers more effectively and do a much better job of communicating with them,” said Kathryn Yates, global leader of communication consulting at Towers Watson.
Indeed, Towers Watson research shows that only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organizational decisions. Below the senior management level, the message dwindles further. Only half (53%) of middle managers and 40% of first-line supervisors say their management does a good job of explaining reasons behind major decision.
“To prepare managers for their role as successful change leaders, companies must ensure that they focus on informing, engaging and enabling their employees. Managers need to understand why people resist change and acknowledge that they themselves are likely to resist change. They also need to be visible, engage in dialogue with their team early and often, and ensure that employees feel like they have a stake in the success of the organization,” said Messinger.
About the Survey
The 2013 Towers Watson Change and Communication ROI Survey was conducted in June 2013. A total of 276 large and midsize organizations from across North America, Europe and Asia participated.
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.
Links to this post: