Change is managed, learn to accompany it.

Produce in the shortest possible time, prospect new markets, reduce production costs, be both qualitative and competitive to face competition, satisfy more demanding and less loyal customers, overcome economic crises, adapt to new technologies, today's company is a constantly changing structure, made up of constraints, uncertainties, risk-taking and adaptation to its external environment.
And whoever does not integrate change as the very essence of their organization will fail.

To defy this fluctuating and unpredictable environment, the company organizes itself: new processes are put in place, restructuring, mergers, innovation and change is integrated into the Organization as a bet on the future, a strategic and essential challenge.

These particularly time-consuming and anxiety-provoking changes affect the company's environment and push Managers to place change management at the center of their concerns.

Supporting change to overcome resistance

The implementation of change risks affecting an entire balance intrinsic to the Organization. And when the individual feels threatened, they resist! This resistance can be individual, collective or structural. Indeed, faced with future changes, employees will naturally question working conditions, the implementation of a new operating mode, the climate within the company and the future of the whole, the rites and norms that have punctuated their daily lives and professional lives for so many years. Change is then experienced as a threat to their prerogatives and achievements.

When resistance organizes itself, it can take 4 forms:

Inertia: the individual seems to accept the change but postpones its implementation by invoking caution and the search for consensus.

Argumentation: the individual challenges the interest of the change by discussing all its aspects.

Revolt: the individual seeks to prevent the implementation of the change using a multitude of means such as trade union action, hierarchical appeals, threats of resignation, fits of anger.

Sabotage: the individual subtly seeks to put the initiator of the project in difficulty using, among other things, excessive zeal, denigration, criticism.

Ignoring this resistance would ultimately jeopardize the implementation of new processes and conversely Identifying it should allow the Manager to effectively guide the company throughout the change process.

Supporting change to ensure its success and sustainability

The company's ability to fight resistance, defuse conflicts and gain acceptance for change partly rests on how this change will be presented and implemented by the Manager: change is managed, it is not imposed!

By proceeding step by step, the Manager builds an effective methodology, reassuring and ultimately accepted by his resources:

Anticipate to identify the existing situation, resistance, obstacles, limits, internal resources...

Communicate to enable employees to understand the changes, accept them and feel involved and associated in a common project.

Empower by providing means of action that should enable everyone to take ownership of the change: projects to manage, actions to implement, initiatives to prioritize... So many means that should give rise to new skills beneficial to the success of the change.

Train internally to ensure that all stakeholders have acquired the knowledge and skills necessary to implement the change.

Present concrete results to ensure the long-term mobilization of everyone on the change.

Philippe Montant
General Manager ReKrute