We are looking to update some job descriptions but have experienced resistance from a couple of employees who seem adverse to any kind of change. How can we encourage cooperation in this environment?
We are looking to update some job descriptions but have experienced resistance from a couple of employees who seem averse to any kind of change. How can we encourage cooperation in this environment?
– HR officer in engineering, Sydney
The first thing to do is identify why those particular employees are resisting change. It is quite possible they are fearful of change because of the potential implications for them and for their future within the company. Take them aside individually and allow them to voice their concerns and describe the perceived threat. Let them know they have been heard by repeating the essence of their concerns back to them.
Then analyse their answers in the context of the known situation. By addressing these issues with staff directly, managers can work to alleviate their anxiety and open them up to the possibility of being receptive to the job description changes that could occur. Frame the changes in the most positive light for those staff members who are most resistant so they can see the potential advantages for themselves and for the organisation. Because change in itself is an unsettling process for many people, in order to be motivated to go through the change process they need to know there will be some positive outcome for them. If all they can see are potential negative outcomes they will not be motivated to change.
The next step is to call an all of staff meeting to explain the whole process, outlining what changes to job descriptions will occur, why the changes are needed, and what the benefits will be for the organisation. Helping staff view changes in an organisation-wide context gives the manager an opportunity to garner buy-in from all staff and encourages them to appreciate the broader benefits. This can also counteract any potential negative influences that may have been spread by employees who were not initially happy with the change process.
This method is a management psychology approach to a human resources issue. The approach takes into account the needs of the organisation and the needs of individual staff members and is sensitive to the interactions between both of these factors.
By Lionel Davis, director, Australian College of Applied Psychology. www.acap.edu.au.
