Behaviour Plan for Effective Change Management

Consider the communication preferences of your workforce and use methods such as:

• Email: Ideal for formal communication, updates, and reminders.
• Posters/Signs: Suitable for communal areas to reinforce key messages visually.
• Lunch Meetings or Town Halls: Provide face-to-face interaction, Q&A, and personal engagement.
• Digital Communication Screens: Good for quick, impactful updates in shared spaces.
• Face-to-Face Meetings: Best for complex or sensitive messages, especially for employees resistant to change.

Clearly define the communication responsibilities within your business:

• HR Lead: Drafts and sends out company-wide emails.
• Department Heads: Facilitate lunch meetings and engage directly with their teams.
• IT/Support: Manages digital signage or ensures information is accessible on internal portals.

Avoid overwhelming employees with too many messages. Instead, focus on:

• Quality over quantity.
• Concise, impactful, and relevant communications.
• Strategic timing around key milestones in the rollout plan.

Clearly explain the “why” behind the change:

• “We’re implementing this solution to improve payroll accuracy and ensure everyone is paid correctly and on time.”
• “We’re streamlining time tracking to reduce administrative burden and increase efficiency.”

Employees are more likely to engage when they understand how the change will benefit them and the company.

Develop a timeline for communication that includes:

• Pre-Rollout Communication: Announce the change, share the vision, and set expectations.
• Rollout Updates: Provide regular progress updates and highlight key milestones.
• Post-Rollout Reinforcement: Share success stories, address concerns, and gather feedback.

Encourage open dialogue through:

• Surveys or feedback sessions to gauge understanding and engagement.
• Use feedback to refine your communication strategy as the process continues.

 Personalised Learning Journeys: Training should be specific to each role: employees, managers, administrators, and executives. Courses must be relevant to their responsibilities within the new system.

Utilise resources provided by the solution provider such as:

• Pre-recorded videos
• Online courses
• Written guides
• Live sessions

These materials can supplement the train-the-trainer approach or help build self-guided learning paths.

Training should align with the testing phase for relevant modules. Staff impacted by a particular process should start training during this time. Never delay training; it should occur close enough to the go-live date to keep the information fresh but with enough lead time to absorb the material.

Tailor delivery to your workforce’s preferences:

• Online courses for tech-savvy workers.
• Hands-on workshops for practical learners.
• Recorded sessions for those needing to revisit instructions.

Record live training sessions and make them available for future reference. Ensure employees know who to contact for questions during and after training.