Change Makers: A Closer Look at the Savills Change Management Team with Allison Hochberg: Part Two

A team is like a mosaic. Each piece is different but brings an essential addition to the whole picture. The Savills Change Management team is a group of individuals with unique experience and credentials. Together, they bring their clients a well-rounded perspective on navigating and implementing change. Learn more about our team and the Savills approach to change management in our series, Change Makers.

Three psychological needs that companies can support during a workplace transition

Without a solid plan, organizational change can feel like leaping into the unknown. This is largely because one of the biggest wild cards in the change management process is the human factor. No two employees will have the exact same reaction to change. Furthermore, the prospect of change can spark anxiety or uncertainty for employees who face leaving their comfort zones.

Yet organizational change doesn’t have to be so scary—for employers or employees. It starts with understanding what employees need psychologically to navigate, accept, and ultimately support change. When employers incorporate sensitivity to human needs in the change process, they will reap the rewards through stronger consensus, robust employee engagement, and a higher rate of success in implementing change.

As a change manager who has worked with Fortune 100 companies, I have seen major organizational transitions succeed when leaders were perceptive of employees’ key psychological needs. Here are three of the most important:

     1. A sense of autonomy and choice

When team members have a say in how workplace changes are implemented, they feel more invested in the process and are more likely to embrace it with enthusiasm. Offering choices that employees genuinely care about can foster a sense of ownership that can transform apathy or resistance into collaboration. Whether the choice is about the tools they use or a policy direction that will impact their work experience, employee input is vital.

Of course, change still requires steering from the top because it is impractical for employees to make all decisions. But leaders can strike a balance here. One common approach in the corporate workplace is allowing employees to choose their preferred office furniture, such as a task chair, from a pre-selected list of furniture options. This way, companies can maintain their budget and design parameters, and employees still have the opportunity to tailor their office experience.

When a transition involves moving to a new location or space type, such as unassigned seating, employees may feel a sense of loss over personal space. Finding opportunities to let employees put their mark on their work environment, such as a common space for photos, awards, and other personal items, can help maintain a sense of ownership and control in this context.

As employees feel they have a say in shaping their work environment, the process of change becomes more democratic and broadly accepted, resulting in a happier workplace with higher morale.

     2. Tangible impact and purpose

Employees who feel and see that they impact their workplace are naturally more dedicated to their role and company. Likewise, when employees have opportunities to meaningfully drive change forward and witness the effects of their contributions, they are more likely to take up the charge voluntarily.

For example, a company may decide that training materials are needed for a change process. Establishing a task force or committee to create the materials gives employees a chance to shape the way change is implemented—a tangible outcome they can point to and feel they contributed to.

Employees who have opportunities to demonstrate their skills and competence in the change process will have a greater sense of purpose in the transition. Furthermore, collaboration between employees and leaders will generate increased levels of mentorship and knowledge sharing, a long-term cultural win for any company.

     3. A feeling of being valued

Studies have proven that employees who feel valued perform better at work and stay with their employers longer. Leaders who fail to recognize this are almost certain to experience high turnover and low morale.

One of the most effective ways of reminding employees they are valued during a transition is to ask for their opinions. Polling, focus groups, and consistently checking in with employees remind them that their perspectives matter. Employees who may not have the bandwidth to get involved in a task force or committee will still feel like their feedback contributes to the change process. Ultimately, this approach creates employees who feel valued and are far more likely to adapt and commit to change.

Lead change with empathy Effective change management is not just about planning, schedules, and communication. Successful transitions can only happen with the buy-in of those who will live with these changes each day. In that sense, above all else, change must be a deliberately human-centered process.

By understanding some core psychological drivers for employees, employers will have a head start on leading change with empathy, sensitivity, and, ultimately, success.

Allison Hochberg is an Associate Director for Savills who brings nearly a decade of experience in planning, implementing and managing change and stakeholder communications programs for clients. Navigating projects with patience and empathy, Allison partners with clients to anticipate and solve issues to minimize potential business disruption.

Get in touch with Allison: ahochberg@savills.us