Managing transition

Transition awareness

Most of us are creatures of habit. When things go as planned, we feel in control. However, whats going to happen to your business and employees when life throws a curveball, such as COVID-19.

Whether change is planned or unplanned, it's typically something that happens to people, whether they agree with it or not. While change sometimes happens quickly, transition usually occurs more slowly.

The fundamental actions taken by management can impede or enhance employees’ adaptation to change. It's vital to identify the ‘whats’ and the ‘hows’ of the proposed change and assess the impact on employees.

Transition management is about what employees experience personally within themselves. It is concerned with helping employees let go of how things used to be and adapt to the way things are or are going to be, then celebrating the new beginning.

We are able to integrate into the transition management team seamless. To help support employees to make a difficult process less stressful and disruptive for everyone. By helping to prepare employees for change that will occur at work (and in their home life).

We can provide a suite of tailored webinars or on-site workshops, coaching, dedicated remote clinics, and redundancy counselling for employees affected by change. Whether it's in part or whole, we can tailor a package to suit your business needs.

Lead with empathy

The ‘whats’ of a change process include:

strategy and principles
organisational structure
roles and responsibilities
reporting lines
budget responsibilities
individual capabilities
consultation process.

The ‘hows’ need to deal with:

clear reasons for the change that employees can understand and believe
internal one-to-one communications
awareness and management of stress
emotional support
identifying aspects that individuals and the organisation need to ‘let go’.

Transition to the new normal

Preparing employees for transition

Bite-size Workshops

Changes in the workplace and/or job transitions can be very stressful. Examples of triggers at work include a new role, being made redundant or being re-deployed or operational change.

Our short 30 minute workshops, focus on strategies to help cope with various stressors. Classic topics; loss, tolerating uncertainty, attitude adjustment, problem-solving, and symptom relief.

Call for action

Coaching

Bite-size Workshops

As coaching can play an important role in supporting employees, and managers through the transition cycle.

We can offer a coaching drop in clinic for 1-2-1 or interactive group sessions. Aimed at helping to move employees from a state of resistance, through conscious awareness and the reality of the change, to an informed state of acceptance and involvement.

Call for action

Dedicated Remote Clinics

We are a proactive resource, supporting your core assets and your business with every day-to-day issue’s. We are able to work alongside your employers and their families proactively to promote their good health and well-being.

David & Rebecca are a valuable resource, trusted, and approved by various private medical healthcare insurers and employee assistance program providers.

Call for action

Redundancy Counselling

Dedicated Remote Clinics

Redundancy is often confusing and stressful. Third-party support can be very useful in helping individuals get their bearings, stay calm in the midst of the storm, and ultimately, map out a positive new future.

David & Rebecca, are able to cushion the blow and show an acceptable and humane face of management. In what must be one of the most difficult personnel management situations.

Call for action

The Transition Cycle

Curvature of change

The transition cycle highlights the pattern of feelings and behaviours employees typically go through when they experience change, whether the change is personal or organisational.

The cycle and stages of transition were first recognised in studies of bereavement conducted in the 1960s by specialists such as Elizabeth Kubler-Ross. Later research identified the process can be triggered by any major life event - good or bad.

Leading with empathy

Management style must adapt to different phases of the change process. Launching a change may require a firm, directive style, whereas the transition will require a more supportive and consultative approach.

Trust is a key component for all employees going through the transition cycle. Employees need to trust their senior management team’s competence, credibility and motives for launching any change.

Warning Signs

Leading with empathy

If the transition process is not effectively managed then your business is likely to experience some or all of the following:

increased sickness absence
reduced/poor performance
scapegoating
loss of creativity and initiative
increased grievances and resignations

Trust & Transition

How to prepare employees for transition

· engage in real two-way dialogue, not one-way communication

· understand the organisational change from the employee’s perspective

· align the organisations human resources systems to support the employees in transition

· allow for individual differences in employees capacity to cope with change

· aligning David and Rebecca Downes to concentrate on providing adequate training, and coaching for employees affected by change

· equip managers and employees with the personal and leadership skills to manage change and the transition process.