Maintaining Engagement as Part of Change Management

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

When significant change occurs, you need the affected employees in the organization to support it--and you also need the project workers to support it. You need everyone “engaged” in the effort for it to be successful. Engagement is a complex topic and is commonly discussed in gantthead’s Eye on the Workforce blog (my favorite!), but for the purposes of the tactics described here, it is important to know these three factors critical for employees to give their best performance and discretionary time:

  • Being able to see impact of their work
  • Involvement in decisions that affect their job
  • Confidence that they can achieve what is expected

When the big organizational change projects come, any or all of these factors can be drained right out of the workplace. Business side workers feel they have to accept changes forced on them by management. Project workers are frustrated by the ridiculous deadlines forced on them by some unknown market-driven reason. The impact of everyone’s work seems to be subsumed into a giant organizational shift where there is fear of negative impact on their role no matter how hard they work.

This is the climate where you are supposed to manage your project. If only there were tactics you could use in your routine project management that would simultaneously build up employee engagement…

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