CAPTURE THE PEOPLE-DEPENDENT PORTION OF ROI
A portion of your project may rely on the installation of a new system or piece of equipment that will increase efficiency and maximize profit. But unless that system or equipment is fully autonomous, people are going to play a role in the proper use of each for them to work as designed. New processes must be followed, new schedules adhered to and responsibilities carried out.
An effective change management strategy will help you capture the people-dependent portion of ROI by ensuring your employees are equipped to transition from what they do now to what they need to do in the future to achieve the desired project objectives. These new systems and equipment, when operated properly by the people who need to use them, will then improve your operations and give you the results and ROI you set out to achieve.
REDUCE PRODUCTIVITY LOSS AND ATTRITION DUE TO EMPLOYEE RESISTANCE
Fear of job loss, added responsibilities, and loss of power can all cause employees to show resistance in a variety of ways. This can manifest as a drop in KPIs, excessive absences, missing meetings, verbal pushback or the resignation of impacted employees. The longer employees hear rumors of what is coming, the more likely misinformation will spread and have a negative impact on productivity. While resistance may be a natural reaction to change, you can mitigate the duration and overall effect it can have on day to day business.
Putting in place a proper communication plan that provides the right message to the right groups, delivered by the preferred senders at the right time will reassure those affected by the change and highlight the positive aspects for both the company and the individual. The proper planning and execution at the beginning of the project will help employees ease into the transition and minimize impact to current operations.
IMPROVE THE ODDS OF DELIVERING SUCCESSFUL PROJECTS ON TIME AND ON BUDGET
Research has shown that projects that implement thorough, customized, scaled change management are up to six times more likely to meet or exceed objectives within their projected timeline and budget.* By proactively addressing the needs of the impacted groups, we can reduce the amount and/or effects of resistance.
Reaching out to employees early, showing them the benefits of the project and getting them involved with a stake in the success of the project can be the difference in catalyzing adoption and usage versus having pockets of resistance that slow the progress of the project and incur more costs due to re-training, re-work, or re-design.