Change) News: What Media Work

¶ … Change) News: What Media Work Best for You?

Getting the (change) news: What media works best for you?

When an organization is about to undergo a major restructuring, its leaders are often focused on such 'macro' issues as the need to reconfigure various departments, re-defining the corporation's mission, and if necessary, letting go or hiring new workers. But in communicating to the workforce, the corporate leaders must understand that employees are more apt to be concerned about 'micro' considerations. First and foremost, every employee facing the ordeal of a restructuring will want to know: am I likely to lose my job? Next, he or she will want to know: how will my specific duties be altered? Will my benefits and work schedule change? Will my specific department be broken down or consolidated with another department? Of course, all of these are somewhat self-interested concerns, but an employee is hardly to blame for worrying about such personal matters. In fact, the employee is unlikely to be able to retain other aspects of the company's mission and aims for the future, until he or she gets answers to these vital questions. By understanding the individual's perspective, organizational leaders are more likely to ensure employees will be willing to suffer through some of the discomforts that may be incurred during the transition process. Change resistance is less likely to occur if management shows sensitivity to individual employee needs and concerns.

With this in mind, one approach to consolidation that must be studiously avoided is to begin the restructuring with a general informational meeting for all employees that is short on specifics. Nothing is worse than hearing a long, motivational speech about the need to embrace change and be more productive if the speech lacks any vital data about what employees are likely to experience job losses and pay cuts! That is why, before a proposed restructuring, a highly personalized approach rather than a generalized approach is best to disseminate information. Each department should meet with employees in small units to discuss what will specifically transpire at the department, and how employees are likely to be affected. This will also quell rumor-mongering before the 'big meeting' or the 'big announcement' occurs, as employees will have a better idea what to expect, when the general specifics are outlined. The employees are also likely to be better listeners, once they know that they are keeping their jobs, and what to expect regarding their material, personal, bread-and-butter concerns. Managers must put themselves in the minds of employees, rather than expect employees to think of the company's welfare before their individual welfare at all times.

As well as receiving information about the restructuring orally, having a chance to digest the information in print is also valuable. The company should provide information on its website for employees about the changes that will occur. A web-based format is especially useful, as the company can include hyperlinks to information specific to various departments and positions. For example, an it professional can click on the link about 'changes in technology' while human resource personnel can click upon changes in hiring procedures. And all staff members will have a chance to sit down and try to understand the aspects of the merger that affect everyone on the general information section of the website. This web-based approach will also allow the company to add more information, as it becomes available.

Having a webpage is not a replacement for one-on-one or small group information sessions. In fact, the worst way to announce the restructuring would be through a general, impersonal email that would shock most members of the organization with its abruptness. Employees, especially those who have devoted many of the best working years of their life to the organization, wish to know that the organization cares about their welfare. Even the webpage providing updates about the restructuring should have the email addresses and phone numbers of individuals to consult for further questioning and information about the proposed changes. This will add to the 'media richness' of the site. Of course no website will have as much 'high media richness' as a small meeting, but making the website interactive allowing personal contact information to be available to users will make the website more emotionally and practically accessible and useful for employees than an email.

In such a situation, there are always specific guidelines that are germane to the particular nature of the organization: for example, an organization that is restructuring so it can merge with another entity with a profoundly different corporate culture than itself (such as when Pixar merged with Disney, for example) may need more extensive generalized briefings and meetings to create a new sense of a commonly-shared culture. Some restructurings may affect certain departments more than other departments, as well. But once again, generalized communications are not replacements for the 'high' media rich approach of personal contact, and even largely unaffected departments should be reassured that their standard operating procedures will not be altered.