The Roles of Change Communication During a Move
Communication is one of the most important factors of the continued success for a business that goes through a big change – whether it is a process, system, job role or organizational structure change (or all of the above). The goal behind change management is to help continue the success of the organization and engage employees to adopt a new way of working. [If you want to take a closer look, check out our overview from the BOS team the benefits and impact of change management in the workspace]
Communication tools such as email, internet and social media are just a few pieces that help drive successful change communication and reach as many people as possible. A well-defined system of people within the organization is also needed to support the business in making this transition.
Change Management Team
Projects that involve a change at a large scale require a dedicated set of individuals and resources to help keep track of all activities and progress related to that transition. These individuals carry the most responsibility for the move to be successful, especially when considering appropriate budgets, schedules, and tasks from the project team. Picking your ‘Change Champions’ (or ‘Move Champs’ in this case) can help their teams prepare for the move by meeting regularly with the right people to collaborate in both upper and lower level directions. These champions not only help educate and engage people about the new work environment, but are also available for questions and useful feedback.
Senior Leadership & Other Executives
The top-level executives and leadership are the branch of your organization that deals with the most important decisions for workplace moves. Employees want to see and hear executives’ commitment to the change, and in doing so, a trickle-down effect will spread to other change management roles.
For change communications, it’s all about delivering the brand message with three simple characteristics – clarity, consistency, and purpose. These roles must develop ongoing support (i.e – in the form of sponsorships) or correct resistance from internal areas, for the organizatinal move to work smoothly and seemlessly.
Managers & Supervisors
Both managers and supervisors support their teams through two types of organizational changes: “macro-changes” from executive-level members, and “micro-changes” from the daily demands of customers/suppliers. Managers deserve a voice in developing strategies early in the process, so as to “foster organizational alignment with strategy.” They are closest to the action, while also mediating how their teams must do their jobs for the change to be successful. A few of their key responsibilities include advocating (or not) for change management, delegating tasks, and helping with personal transitions.
Project Teams
Individuals within project teams confront the actual technical challenges of an organizational move. They are the individuals who design the differences in the work environment and are usually comprised of a cross-functional team that is capable of ensuring that the project work fits within the company budget, schedule, resources, and company structure.
Support Members
These roles for change communication provide additional assistance and expertise from a particular area, usually in the form of enhancing change management activities and business alignment. These groups include HR partners, Organization Development Staff, Training Specialists, and Subject Matter Experts. They incorporate both experience and knowledge to be applied for current changes in relocations or workplace redesigns.
