Deb was named Chief People Officer of Newfold Digital in September 2019 and is responsible for its global human resources strategy.
getty
Change in business comes in many forms. On one hand, you have big transactional moments, like a merger or acquisition. On the other hand, you have social-cultural shifts as we’ve just seen with the Great Resignation, showing that employees desire more from their jobs—and they are demanding change. We are constantly navigating change, and it requires thoughtful, intentional management.
In the past year, my company, Newfold, navigated lots of change and several firsts—we tackled a billion-dollar merger with another web solutions company, united over 4,800 employees from around the world under one banner, acquired an SEO software company, restructured leadership and crafted a brand-new corporate identity—all in our first post-merger year doing business.
Corporate mergers and acquisitions are sometimes regarded with a sense of skepticism. Employees often wonder about changes associated with new leadership, culture and shifts in workplace dynamics. Post-merger integrations can temporarily introduce an element of uncertainty for employees. When integrations are done well, mergers can be the catalyst for innovation and best practices. People leaders play a pivotal role in ensuring that the value proposition is articulated early and often, giving employees a new mission to live into. Clearly articulating the new and enhanced value proposition sets the environmental context for exciting times of growth and opportunity versus the dread of uncertainty.
Looking back, here are some lessons I learned about change management that I believe any HR leader would benefit from in their own organization.
First, figure out your company’s identity.
Articulating a company value proposition is a critical first step when navigating any major change, whether it’s a merger or a company repositioning. You would be surprised by the number of companies that have been in business for years that have still not done the hard work of articulating their company value proposition.
From a business perspective, the external value proposition needs to articulate the larger corporate purpose, beyond just a sum of the individual brands, products or services that one manages or represents. What does the new company bring to the table for customers? What sets your organization apart from the competition? A good external value proposition clearly answers the questions of your new business’s identity and how this change will benefit your customers. Equally important, answering these questions sets the context for employees to “hit the ground running” in the new environment.
Now more than ever, people are looking for work that is meaningful and makes a positive impact on the community. Hiring a new employee into your organization creates a partnership. In today’s environment, there is an oft unspoken question that new employees want their employer to answer, “If I invest my time and talent in this organization, what can I expect for a return on that investment?” Employees want to see a return on investment in their work—as employers, we need to recognize that the future of work is moving in a more community-based and impactful direction. The companies that can best articulate how their values align with their employees’ values will be the most attractive.
Don’t underestimate the importance of connections.
Once you have established the internal and external value proposition, you’re ready to galvanize and unite teams under that same vision. Especially in a merger situation, you are trying to mesh two distinct corporate cultures overnight under one banner. Most likely, you have a community of employees with diverse affinities, depending on which company or brand they originated from. People who do not understand or feel disconnected from the new culture will likely leave. It’s critically important to shift the emphasis from brand-centric tribes to build a stronger new corporate culture.
Immediately after our most recent merger, we combined our “affinity groups” and launched a robust set of platform programs. We foster an environment of employee engagement through our affinity groups. Employees are encouraged to collaborate with colleagues across different departments and geographies, fostering a sense of camaraderie and community—helping to build relationships, putting faces and personalities to our thousands of global employees. Affinity groups meet regularly and provide a safe space for employees to share common interests and passions through social interaction with their counterparts across the organization and across the globe. Affinity groups can help employees feel more connected to one another, and we’re seeing more employee engagement and satisfaction as a result. We also hear more candid feedback about what we can do to improve through these grassroots means.
Diversity of viewpoints can benefit an organization greatly. Rarely does a company start and scale with just one person. Taking in differing perspectives can help create a well-defined and well-rounded company culture.
Equip managers to be the catalyst for change.
Finally, I would offer that well-trained, informed and equipped managers are a core element of successful change management. Managers are the connective tissue of the organization. A well-communicated value proposition may be viewed as just words until the benefits of the same are tangibly experienced by the employees. Over time, the value proposition becomes the new norm for the organization.
Managers are the conduit for the employee experience of change. Including well-equipped, well-informed managers in leading the change management process could pay huge dividends on the investment of time and resources. Two things I always ask myself when leading through change are: What are the problems I am trying to solve and the opportunities available to leverage? And am I listening twice as much as I am talking?
Embrace change—it’s an amazing catalyst for growth.
Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
