Adding the “human” component to change management is not a new concept. People have always been at the heart of change. So why all the recent buzz around “human-centered” change management? This question drove me to spend the past several months researching the evolution of human change management. While change management fundamentals remain the same, I learned that this new model emphasizes and elevates the human component in practical ways. Designing, building, and creating with the employee at the center of it all has become more critical than ever.
Two themes continue to surface around human-centered change management:
1. Focus on the employee experience is critical.
Leveraging human-centered design concepts in change management, like design thinking, puts the focus on the employee’s personal experience and creates processes centered around the employee and the work they do – the “moments that matter.” approach not only elevates the change game but can also directly contribute to employee satisfaction, productivity, and engagement.
So how do you practically apply human-centered design concepts into change management work? Simple. Put the employee at the heart of the solution. That could mean design thinking workshops, integrating employees in the process to co-create solutions, journey maps, or creating personas to provide an in-depth understanding of what matters most. Incorporating even a few of these innovative ideas can accelerate the personalization of any change plan.
2. The importance of data to drive decisions and measure impact.
Measuring human behavior change can be tricky. There is often an urge to measure with gut, instinct, or feelings. The fact is that human-centered change calls for a data-driven approach that provides insights and measurement to inform strategic decisions. For example, at Pioneer Management Consulting, we collaborate with our Data & Analytics Practice to measure all aspects of change. We use our proven tools, like Change Pulse and Change Intensity, to provide insights into change interventions and strategic decisions. Backing up a human-centered change approach with an analytical mechanism offers the most significant value in understanding impacts and predicting future risks.
In conclusion, human-centered change management can genuinely help organizations design people-processes and procedures, using technology to ensure positive employee interactions. We are stepping into a new era of change where the goal is to drive adoption and influence broader business strategy with more overall employee satisfaction, greater engagement, and higher productivity for the organization.