Change is something that every company goes through, but for women and other minorities, it can also introduce a new level of discomfort or uncertainty. During periods of growth, change can be exciting as it opens up opportunities for diverse staff members when traditional management searches for new talent are able to help sustain the growth. However, when the company suffers cutbacks, you can expect a much different reaction especially among newer staff, including minority professionals and women hoping to continue working on an upward career path.

Staff members need to know why the change is happening and how it will affect their work environment and careers. Naturally, the most important question on their minds is job security. The volatility of the economy makes it an imperative to reassure employees that their jobs are secure. Talk with them; let them know that the change is happening and answer all pertinent questions. In addition, women and minority professionals need reassurance that they can continue on their hard-earned career tracks.

The Value of Engagement

Engagement is necessary for effective management of change. First, identify employees who will lead, and those who are potential resisters, and then make an action plan for each group. Initially, engage the group identified as leaders. Make the change something that buzzes with excitement and encourage a positive outlook. Then ask them for assistance in spreading that excitement and positivity.

Speak with staff leaders about what they feel will be the most difficult aspects of the upcoming transition and use that to build your resistance management strategy. For minority employees, leadership can often be found among in-house networks already in place. Resistors, on the other hand, will tend to follow a behavioral pattern. Signs of discontent, taking more sick days, less productivity, and increased mistakes are good indicators that people feeling resistance to upcoming changes. If they show these signs of resistance, attempt to have one of your leaders encourage them.

Analyze Results and Monitor Progress

Measuring the resulting success of the change process will start well before management shares the information with employees. Be sure the Human Resources department has statistics on things such as sick days, productivity, and no-call no-shows. Once the change is made public knowledge, it is then possible to compare the current statistics to the ones gathered before the change was common knowledge. Ongoing monitoring is then conducted.

Effective Strategies That Have Been Proven to Work

There are a few tried and true strategies for managing resistance to change within your company.

l Educate – Upfront education and acknowledgement of the change your company is about to undergo is important to the people in your company. By educating them, they will see the logic that led you to decide the change was necessary, and will reduce any unfounded rumors.

l Negotiation – Allow for a few negotiable areas in your planned change. These will be invaluable in assisting change resistors to feel they have a choice in the activity of the company. Allowing them to go elsewhere within the company can be a viable option, as well as allowing the veto of smaller details within the plan.

l Support – A support strategy should be put into place well before the transition begins. Employees who feel supported during difficult personal and professional times often feel a stronger sense of loyalty to the company. This is where staff networks can play an important role. Any change can cause feelings of fear and anxiety. Encourage upper management to support employees with special training and to frequently communicate with the staff and professional networks.

l Involvement – Employees involved in the transition effort are more likely to embrace changes. Allow them to participate in the decision making involving small details. For example, employees could participate in choosing breaks or lunch schedules. Their involvement and participation does not have to affect the bottom line. Mid-level managers also need to be full participants in the change process.

l Coercion – Negative and usually mean spirited, coercion is one strategy to avoid. Forcing employees to accept change by threatening the loss of a job or promotion does not foster a healthy corporate culture. Everyone in business knows that happy employees are more productive and loyal than those who are disgruntled.

Outline the Effects of the Change on Diversity

It is important not to overlook the impact of change on the diversity of your workforce. Have a clear outline on how this change will affect diversity initiatives and career paths. Unfortunately, in the past, there was a tendency for large corporations to downsize diversity efforts by cutting back on community networking or recruitment efforts. This is a poor strategy because it sends a signal that diversity was not truly embraced as integral to business success. This can have a negative impact on the future viability and innovativeness of the business, and on how women and minority staff members view their current or potential importance to the organization.

Diagnosing and solving employee engagement problems always relies on effective communication. Maintaining open lines of communication keeps managers in touch with staff concerns during the change cycle. Approaches to solving any issues that arise are as varied as the number of company individuals. While it is not feasible to solve every single complaint, a small group with the same issue deserves management attention. Left unattended, small complaints can become large issues. Your entire corporate culture can shift with the simple act of ignoring engagement issues as staff members resist company changes. This is especially true when staff communication networks are in place.

They Have to Know That You Invest in Them

A healthy corporate culture is the most important ally during the change process. If your company is focused and aware of its employees and takes a vested interest in their concerns, resistance to change is lowered. An important factor of the change equation is addressing how diversity will be impacted. Management interest in employee issues and honest efforts to ease the transition creates an atmosphere of loyalty and trust. Your employees know that the change is for the benefit of the company and that translates into long-term benefits for them.