Throughout the organization, from department to team, management to employees and between young and old, there are people with different attitudes towards change. These groups of people need to be addressed and involved in the change in a different way. Again, one size does not fit all!
Why does the maturity model help your organization?
The right approach, the right people, the right resources
You can't change the entire organization at once. The model not only assumes the different types of people that you need to involve in the change in a different way, but also describes monthly activities and resources that are needed to ultimately work towards success.
For the adoption of your new tool, it is very important to continuously inform stakeholders about the goal and roadmap of the trajectory. It is also important to describe the benefits from the perspective of end users in order to address them in the right way. Later in your adoption trajectory - when you have convinced the frontrunners (enthusiasts), you share success stories and experiences of this group with other colleagues.
These activities and resources play into and connect with the different attitudes of employees towards change. In each phase you address a different group (the frontrunners, the followers and the stragglers). You then know how to use the right activities and resources effectively and you address the right people.
I've already mentioned it, but don't try to convince everyone at once. That simply won't work. At the beginning of the change, focus on the enthusiasts in the organization, the frontrunners. Make sure they get enthusiastic and use the frontrunners to convince their colleagues. They like to do that. The more hesitant followers only want to participate in the change when more is clear. The stragglers only participate when the old is no longer there and they receive personal guidance. You actively involve them after the frontrunners and followers have been convinced.
Measuring is knowing
The maturity model also assumes that you continue to measure during your change process, in order to keep track of whether you have achieved the set goals. The first measurement is a zero measurement, which helps to determine when the new tool is a success. You continue to measure progress and it does not end when the project ends.
The measurement methods take place approximately three, six and nine months after going live. Think of quantitative and qualitative measurements of meaningful use of the tool, employee appreciation and the contribution to organizational objectives.
By measuring, you will continue to have insight into the progress of the process and you can continue to discuss this with management. You will see which activities you have or have not already carried out and you will see in the statistics what percentage of users are already actively using the new tool.
Getting excited?
Want to get started with the maturity model right away? These tips will help you get started:
Don't focus on the entire organization right away, but go looking for enthusiasts. Make a plan on how to retain these enthusiasts and use them later to get other colleagues involved in the changes. You can think of a reward for their efforts (such as a writing course), a competition or fun goodies,
Set goals (SMART) and determine the ambition of the new tool. You can think of ambitions such as: 'internal file sharing has been made easier by (X)% in [time]' or 'the appreciation of the information on [tool name] has increased by (X)% in [time]'.
Determine measurement moments and the way in which you continue to measure these goals. Think of methods such as surveys, polls or statistics. Extra tip: summarize these goals and ambition in a poster, which helps you convince management.
The use of resources and activities is not an end in itself, but a tool. Make sure you choose resources and activities based on the organizational culture, habits and target groups.
Make sure that management has time and budget available. Without management support, the process will be a difficult task.
I'm curious, what does digital transformation and philippines mobile number list adoption of digital tools look like for you? Are you already responding to the different types of end users?
Your LinkedIn timeline has been different for a few months now. The use of LinkedIn native video is steadily increasing. You see videos from all sectors, with different purposes and varying quality. Videos that make me enthusiastic, but also videos that make you think "don't do it". I am also very curious about your opinion on this.
200,000 views on my LinkedIn native video
Under the motto “ practice what you preach ” I naturally wanted to get started with video as a recruitment trainer. In January I started with native video and I was surprised by the impact. Especially when my video about the “taboo of salary in vacancy texts” went viral. Over 200,000 views, 3,000 likes and more than 300 reactions.