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1、1Guides by HiBob|Visit our Resource CenterEmbracing a change-ready mindset:Preparing your people for the future2Guides by HiBob|Visit our Resource CenterIntroduction 3Traditional change management models 4The only constant now is change 8How to set your people up to face change 9The scale-up journey

2、 10So,where are we headed?11Instead of change management,adopt a change mindset 13Change isnt going anywhere 16Meet Bob 173Guides by HiBob|Visit our Resource CenterIntroductionIs stability history?After the pandemic,the Great Resignation,and a wave of global and political change,it can feel like the

3、 comfortable stability that we once took for granted is getting further out of reach.This sense of unpredictability is sweeping across every industry.Even the future of AI and its impact on us all remains uncertain.Leading experts are struggling to reach a consensus on what AI will look like in five

4、 or 10 years.Without a clear picture of the future,are traditional change management models that rely on a fixed end goal still relevant?If not,what can HR leaders replace them with?Toby Hough(Senior People and Culture Director at HiBob)addressed these questions in his presentation at the 2024 CIPD

5、Festival of Work.He examined traditional change management models and provided an answer that entails a different approach altogether.4Guides by HiBob|Visit our Resource CenterHough asks,“Is the traditional change management notion still fit for purpose?”While traditional change management models ma

6、y have worked in the past,they fall short in environments where the future is increasingly unpredictable.Lets take a closer look at the different change management models and their ability to adapt to uncertainty.Lewins Change Management ModelLewins classic model involves three steps known as unfree

7、ze,change,and refreeze.This is analogous to melting ice,reshaping it,and letting it solidify in a new form.Traditional change management modelsThe key flaw in this model is its underlying assumption:that once the change is complete,you can lock in a stable “new normal.”In todays environment,however,

8、there is no stable endpoint.Constant shifts mean that freezing into a new state simply isnt feasible.The focus on achieving a fixed outcome makes this model increasingly irrelevant when we cant confidently predict what the future holds.Kotters 8-Step Model Like Lewins approach,Kotters Eight-Step Mod

9、el builds on the idea that once you navigate change,you can settle into a stable future state.It emphasizes steps like creating urgency,building a coalition,and generating short-term wins,all while moving toward a defined goal.5Guides by HiBob|Visit our Resource CenterBut in a world of constant disr

10、uption,that defined goal is often a moving target,which can lead to false expectations of stability.McKinsey 7-S FrameworkThe McKinsey 7-S Framework is a model for aligning various organizational elementslike strategy,structure,and systemsduring a transformation.Its focus is helping large organizati

11、ons coordinate these different components to move toward the desired change.However,again,the model assumes that its possible to align these components to achieve a stable future.Its a change management framework that doesnt easily adapt to ongoing shifts that require constant re-evaluation.ADKAR Ch

12、ange Management ModelADKAR is a change management model that recommends that individuals change to bring about organizational change.ADKAR stands for:Awareness of the need to change Desire to take part and promote the change Knowledge of how to change Ability to carry out that change Reinforcement t

13、o maintain the changeBecause of its practical intentions,the models linear approach is suited to straightforward changes with clear outcomes,not the ambiguous,shifting realities that businesses now face.6Guides by HiBob|Visit our Resource CenterNudge TheoryNudge Theory encourages change through smal

14、l,behavior-driven adjustments and instinctive choices rather than top-down mandates.While this model is effective for gradual culture shifts or behavioral tweaks,it lacks the urgency for more significant transformations.Bridges Transition ModelThe Bridges Transition Model excels at addressing the em

15、otional and psychological side of change.It involves three stages:Endings.Where people identify what theyre losing and learn how to manage it.The neutral zone.The liminal space where the old paradigm is gone but the new changes arent fully in swing yet.New beginnings.Where there is certainty and mov

16、ement toward the newly established direction.Even though its a helpful framework for managing peoples responses,its still founded on the assumption that theres a set direction to go toward.With the reality of constant change,organizations that use this approach will need to carry out the stages repe

17、atedly.The model doesnt quite work in an environment where continual adaptability is a necessity.Kbler-Ross Change CurveWith its origins in the five stages of grief,the Kbler-Ross Change Curve helps leaders understand and manage emotional resistance during major transitions.However,like the Bridges

18、Transition Model,its more focused on helping people cope with change rather than driving the agility required by todays unpredictable world.7Guides by HiBob|Visit our Resource CenterSatir Change Management ModelSimilarly,the Satir Change Management Model maps out a journey from resistance to accepta

19、nce during change,rooted in family therapy principles.While its a model thats useful for helping individuals understand and cope with change,it doesnt provide a framework to implement that change effectively in a world of instability.Maurers 3 Levels of Resistance to ChangeRick Maurers model breaks

20、resistance into three levelslack of understanding,emotional pushback,and mistrust.Its a model that recognizes that change happens by engaging key stakeholders.By better understanding stakeholders process of resistance to change,you can use strategies to convince them to get on board with the change.

21、While the model helps overcome resistance,it doesnt necessarily inspire proactive innovation or adaptability in an evolving environment.PDCA CycleLike Nudge Theory,the PDCA(Plan-Do-Check-Act)Cycle focuses on making incremental changes,making it ideal for quality management.The benefit of the PDCA Cy

22、cle is that it focuses on continuous improvement,which is more suited to the ever-changing nature of business today.However,in an era where change often needs to happen simultaneously across different areas,the PDCA cycle can feel too slow and rigid to respond effectively.8Guides by HiBob|Visit our

23、Resource CenterThe only constant now is changeIn a world where stability remains elusive,traditional change management approaches that aim for a fixed future state no longer align with todays reality.The goal is to no longer“manage”change as a temporary phase but to recognize that constant change is

24、 the environment in which we now operate.This means that for organizations to thrive in todays world,their leaders must prepare their people for unceasing change,helping them adapt and pivot continuously.Its about cultivating a culture where adaptability is embedded in everything you do.Successful o

25、rganizations empower their people to navigate change confidently,not by promising stability,but by nurturing resilience,flexibility,and a proactive mindset.9Guides by HiBob|Visit our Resource CenterHow to set your people up to face changeEven though change is the only constant,Hough recalls how an A

26、I expert shared with him that“the pace of change were experiencing today is the slowest it will ever be.”If thats the case,isnt change management more important now than ever?The problem,Hough says,is that traditional change management methodologies rely on the expectation that we know what the futu

27、re state will be and that“when we finish the change management,the plane will land and well get back to that period of stability.And I think thats a really dangerous promise to make right now.I think its exhausting.”Adopting the expectations that are the foundation of these approaches to change mana

28、gement will mean that your teams will constantly wait for a promised moment of stability that will never come.Instead of relying on traditional change models that emphasize a clear endpoint,its important for todays leaders to focus on building a change-ready culture within their organizations.A cult

29、ure where leaders provide their people with the information,tools,and support that allow them to embrace the unknown,get excited about it,and excelno matter what comes nextis fundamental to thriving in our constantly changing world.10Guides by HiBob|Visit our Resource CenterThe scale-up journeyFor e

30、arly-stage startups,the path to growth is rarely linear.Instead,its a twisting,unpredictable journey where pivots are the norm rather than the exception.As businesses scale,the original vision often evolves,sometimes drastically,requiring teams to adapt quickly and embrace constant change as a way o

31、f life.Hough uses HiBob as an example.When the company first launched,the original idea centered on creating a tech platform for auto-enrollment pensions.Before even reaching the development stage,the team realized that market needs had shifted.So,they pivoted to focus on a global people platform an

32、d continually evolved as new challenges and opportunities arose.Thriving in a scale-up environment isnt about sticking to a rigid planits about maintaining flexibility and a willingness to shift gears whenever its necessary.“The way to get through that change is not to fixate on a specific view of w

33、hat the future looks like,but rather to think about those bigger-picture ideas and outcomes,”says Hough.Successful startups arent those that avoid change,but those that recognize it as a constant companion and an opportunity for growth.Setting teams up for this kind of journey requires a mindset tha

34、t embraces uncertainty and views each pivot as a chance to innovate and move forward.11Guides by HiBob|Visit our Resource CenterSo,where are we headed?We cant deny it:Change is the new norm.And its brought with it a host of challenges for organizations to navigate while still preparing for more unpr

35、edictable changes to come.The arrival of Gen Z in the workforce has been a large part of the recent tidal wave of change.Unlike previous generations who often sought stability and long-term career paths,Gen Z professionals challenge the status quo.Theyre pushing for workplaces that prioritize flexib

36、ility,mental health,and purpose over rigid hierarchies and outdated structures.As they increasingly fill leadership roles,their influence is reshaping workplace culture.With Gen Alpha set to enter the workforce in the near future,we can expect this trend to accelerate,demanding that organizations re

37、think what success and stability really mean.Adding to the complexity,global economic uncertainty and geopolitical tensions are introducing new challenges.Whether its market crashes,shifts in trade policies,or the impact of international conflicts,external forces are rippling through organizations,a

38、ffecting everything from business models to their peoples wellbeing.Companies can no longer rely on a stable operating environment or expect predictable outcomes.The state to aim for isnt a fixed destination or a stable end goalits about creating an agile,adaptable,and motivated workforce that views

39、 change as a continuous opportunity rather than a disruption.This kind of workforce thrives on transformation and sees the unknown as a chance to innovate and grow.12Guides by HiBob|Visit our Resource CenterTo achieve this,its important that organizations embrace constant transformation as part of t

40、heir culture.AI can be a good example of this.While the future of AI remains uncertain,instead of waiting for a clear picture to emerge,businesses can focus on identifying and empowering early adopters within their teams.These early adopters can explore AI tools,experiment with new applications,and

41、share their learnings across the organization,creating a ripple effect of innovation.Embracing change in the form of technology like AI is what Gen Z professionalsand future generationswill come to expect from their employers.Besides not meeting the expectations of the future workforce,organizations

42、 that dont let go of outdated assumptions rooted in traditional models run the risk of burning out their people:“We set our teams up constantly waiting for that promised moment of stability But of course,it doesnt arrive.And then we really risk demotivation.We risk burnout if people are sprinting to

43、 get to the end of that change cycle,”Hough says.Instead,the answer lies in letting go of old expectations and embracing a new mindset that breeds energy,excitement,resilience,and engagement in the midst of continuous transformation.13Guides by HiBob|Visit our Resource CenterInstead of change manage

44、ment,adopt a change mindsetHough suggests a new mindset:“I would say that,actually,if we aspire for a change mindset rather than change management,were getting ourselves back on the right track.We set the expectation that change is actually a constant.”Trust,transparency,and communication are the fo

45、undations of this mindset,which can keep teams grounded and focused even when the path ahead is unclear.Heres how you can nurture a change mindset within your organization:1.Embed change readiness in company valuesOne of the most effective ways to embed a change-ready mindset is by integrating it in

46、to your companys values.Hough says HiBob didnt create company values in isolation,by relying on a consultant,or by imposing them from the topthe companys values were the result of a six-month-long process of“detective work,”involving input from all levels.This ensured that the values resonated organ

47、ically across the organization,making them practical guides for behavior rather than just words on a wall.As a practical example,HiBobs value of“grow through what we go through”directly encourages a change-ready mindset by promoting growth in the face of uncertainty.The company reinforces this value

48、 across the employee lifecyclefrom onboarding and goal-setting to performance reviews and day-to-day interactions.Because when you weave values into everyday processes,you naturally nurture an environment where continuous transformation is the norm.14Guides by HiBob|Visit our Resource Center2.Invest

49、 in leadership developmentLeadership plays a crucial role in cultivating a change-ready culture.Targeted and personalized leadership development programs,such as facilitated peer coaching,help leaders understand their role as key players in breaking down silos and ensuring smooth communication acros

50、s teams.Hough says leaders are“the ticket to breaking down silos,they are the ticket to bringing a constant flow of information.Thats the ticket that gives clarity to other teams that dont really feel they have a good idea whats going on elsewhere.”A constant flow of information from leadership will

51、 give your people a better idea of whats happening within the organization and will answer your peoples questions,instilling them with confidence.Leadership meetings can be a great way to promote that flow of information.But as organizations grow,its important that leadership meetings evolve to fit

52、new needs.For example,HiBobs leadership meetings began as occasional cross-functional check-ins among a handful of leaders.They soon grew into regular,structured gatherings involving over 55 leaders across different countries.The format changed as the company scaled,thanks to regular feedback from t

53、he meetings participants,ensuring the meetings remained effective and relevant.15Guides by HiBob|Visit our Resource Center3.Take communication seriouslyEffective communication is the backbone of a change-ready mindset.Its not just about delivering messagesits about doing so in ways that resonate wit

54、h diverse individuals across the organization.Its helpful to take a multi-channel approach to communication,recognizing that people engage differently depending on their preferences.Whether its one-on-one meetings,team check-ins,anonymous surveys,or digital tools,offering multiple communication meth

55、ods ensures everyone can stay informed and connected.And while its important to acknowledge that stability isnt the end goal,consistent communication serves as a stabilizing force in the midst of uncertainty.Hough describes HiBobs quarterly CEO updates on performance and strategy,as well as the freq

56、uent team leadership meetings,as ways of ensuring people are never left in the dark.This transparency builds trust and helps teams remain focused and motivated,giving them a sense of stability even when faced with continuous change.Its important that leaders are transparent about the fact that the p

57、rocess of transformation is continuous and ever-evolving.By setting this expectation early,organizations can avoid the burnout and demotivation that often come from waiting for stability that never arrives.Its about building a culture where teams are resilient,adaptable,and excited by the opportunit

58、ies that constant change brings.Through trust,transparency,and clear communication,businesses can create a work environment where people arent just ready for change,but actively embrace it as part of their daily experience.16Guides by HiBob|Visit our Resource CenterChange isnt going anywhereIf chang

59、e is the new norm,is change management irrelevant in todays world?Not quite.Its still helpful to have some form of strategic planning.However,traditional change management models that aim for a fixed end point are no longer enough.Expecting stability on the other side of transformation is unrealisti

60、cand can lead to exhaustion,demotivation,and burnout.Rather than racing to finish an initiative as quickly as possible,its important for leaders to recognize that its an ongoing process,not a sprint.Slowing down,setting realistic goals,and focusing on continuous improvement can help prevent burnout

61、and keep teams engaged and motivated over the long term.Ultimately,organizations that thrive in todays environment embrace change as a constant rather than fixating on a future state that may never materialize.Organizations that embed adaptability into their culture and invest in trust,communication

62、,and leadership will give their people the stability they need in an uncertain future.17Guides by HiBob|Visit our Resource CenterMeet BobAt HiBob,weve built a modern HR platform designed for modern business needstoday and beyond.We focused on building something that is robust yet intuitive and easy-

63、to-use,which has led Bob to be the platform of choice for thousands of fast-growing modern,mid-sized organizations.For managersIt provides access to data and insights to help them lead more effectively and streamline processes.For HRIt delivers automation of many common processes,allows greater over

64、sight and visibility of the business,and centralizes all people data in a secure,user-friendly environment.For employeesIts the tools and information they need to connect,develop,and grow throughout their journey.In a short time,Bob can be deployed to enable communication,collaboration,and connectiv

65、ity that drives stronger engagement,productivity,and business outcomes.18Guides by HiBob|Visit our Resource CenterNow is the time to make smarter decisions when it comes to your people and organizationTo learn more about HiBob and our data-driven tools,get in touch with us at SCHEDULE A DEMONEW YORK

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