Take Action: Engage Your Team in the Change Process
What if the secret to successful change management wasn’t the strategy but the people implementing it?
Employee engagement in organisational change isn’t a nice to have – it’s a must have. Businesses get bogged down in new technologies, changing markets and operational disruptions. But time and time again we see change initiatives succeed or fail based on one key factor: employee engagement.
At Leanscape we’ve seen the power of a fully engaged workforce drive change – from increased productivity to innovation. Here’s how your organisation can unlock the potential of your people and achieve your goals through collaboration.
Why Employee Engagement Matters
Employee engagement is more than just a management buzzword; it’s a key to organisational success. When employees are fully engaged they exhibit a deep emotional, cognitive and behavioural commitment to their work. This level of engagement means they are willing to go the extra mile, resulting in higher productivity and a greater contribution to the organisation’s goals.
Engaged employees experience higher job satisfaction and job security which in turn improves their overall wellbeing. They are more motivated, more efficient and focused on their objectives, creating a positive ripple effect throughout the organisation. By creating an engagement culture businesses can unlock the full potential of their workforce and drive success and innovation.
What Does Employee Engagement in Change Management Look Like?
Employee engagement isn’t about morale – it’s about commitment, alignment and active participation. Engaged employees don’t just comply with change – they contribute to it, come up with ideas and often become its biggest cheerleaders.
At its heart it’s about getting buy-in. When employees are connected to the purpose of change they bring their skills, energy and creativity to the table.
High Engagement Benefits:
- Increased Productivity: Research shows engaged employees are 17% more productive than others.
- Innovation Overdrive: Teams with high engagement generate ideas and solutions 30% more often.
- Easier Transition Periods: Employees who understand and support why change is happening adapt faster and help others catch up.
Individual needs in team collaboration and employee recognition are key to creating a positive work environment that drives engagement and productivity.
In short – whether you’re upgrading systems or pivoting to new market demands – engagement equals better performance and lasting outcomes.
Collaborative Teams
In today’s fast-paced business world, building collaborative teams is key to success. Collaborative teams have a shared sense of purpose, open communication, and a collective commitment to the same goals. When teams work together seamlessly, they become more productive, efficient, and innovative.
Collaboration creates an environment where team members feel motivated and engaged, knowing their contributions are valued and they are part of something bigger. This sense of unity and shared purpose drives individual and team performance and overall organisational success. By putting collaboration first businesses can create a dynamic and resilient workforce that can tackle anything.
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Leadership in Change Management
Leadership is the foundation of change management. Leaders who put change management first create a positive work environment where employees can grow, develop and be recognised. This leads to higher employee satisfaction, motivation and commitment.
Good leaders create a culture of transparency, open communication and trust. They lead by example, demonstrating their commitment to change and inspiring their teams to do the same. By focusing on change management leaders can guide their organisations through transition smoothly and keep employees engaged and motivated throughout.
Employee Participation and Feedback
Employee participation and feedback is key to success in today’s fast paced business world. When employees are asked to participate and share their thoughts they feel more motivated, engaged and committed to their goals. This active involvement leads to higher job satisfaction, job security and overall wellbeing.
To create a culture of participation organisations should give employees opportunities to have their say and provide feedback. This can be through regular surveys, suggestion boxes and open forums. By listening to and acting on employee feedback businesses can improve their decision making, drive innovation and create a more engaged and satisfied workforce.
Engaging Employees During Change
Leanscape’s experience with change initiatives across industries shows there are three engagement strategies you can start using today.
Having the right tools for team collaboration is key to transparency, flexibility and productivity across diverse teams and ultimately project success and company culture.
1. Give Employees Ownership
Change shouldn’t feel imposed – it should feel co-created. Giving employees ownership of initiatives builds investment and accountability.
How to:
- Give employees a seat at the table. Ask them to participate in brainstorming sessions or pilot new processes.
- Give autonomy. Break down big change programs into smaller, more manageable initiatives and let teams own them.
- Address the needs of the individual and the organisation to tailor the solution.
Example: A global finance organisation we worked with created “change task forces” where employees at every level could contribute to the solution. The result? Process efficiency improved by 22% driven by ideas from the bottom up.
2. Open Communication
Trust is the foundation of engagement and trust starts with transparency. Employees will buy into change when they understand the why.
What to do:
- Develop a communication framework that shares regular updates on progress and challenges.
- Use storytelling for impact. Frame change as a story employees can see themselves in.
Example: Our team recently worked with a healthcare organisation rolling out a new system across multiple departments. Weekly video updates from leadership kept employees informed and empowered. Trust and collaboration skyrocketed as employees felt involved not blindsided.
3. Recognise and Reward
Engagement flourishes in environments that acknowledge effort and success. Recognition motivates and sets cultural norms around contribution and collaboration.
Recognition tactics:
Implement peer recognition programs where employees can share team wins.
Celebrate all wins – even the small ones. Sometimes the middle of a project needs as much energy as the finish line.
Example: When we worked with a manufacturing organisation we introduced a recognition wall to celebrate mini-projects during their Lean journey. Employees shared their wins company wide and it created a buzz of progress and pride.
Case Study: Employee Driven Change in Healthcare
At Leanscape we practise what we preach. One of our most successful projects was a suggestion scheme at a healthcare organisation struggling with digital transformation.
The Problem:
Employees were resistant to a digital records system, worried about increased workload and job losses.
The Solution:
We created a participative process called “Team Pulse”. Employees were asked to put their thoughts and ideas in anonymous suggestion boxes on how to make the transition smoother. Participants reviewed the solutions together to get buy-in.
The Result:
72% of employees engaged and implementation timelines reduced by 35%. Trust in leadership and morale went through the roof. Engagement works.
Overcoming Engagement Barriers
Now you might be thinking—what about when engagement seems impossible? Common barriers like resistance to change, fear of the unknown and lack of motivation are all too real. The good news? These are solvable.
Leadership in Change Management
Leadership is the foundation of change management. Leaders who put change management first create a positive work environment where employees can grow, develop and be recognised. This leads to higher employee satisfaction, motivation and commitment.
Good leaders create a culture of transparency, open communication and trust. They lead by example, demonstrating their commitment to change and inspiring their teams to do the same. By focusing on change management leaders can guide their organisations through transition smoothly and keep employees engaged and motivated throughout.
Employee Participation and Feedback
Employee participation and feedback is key to success in today’s fast paced business world. When employees are asked to participate and share their thoughts they feel more motivated, engaged and committed to their goals. This active involvement leads to higher job satisfaction, job security and overall wellbeing.
To create a culture of participation organisations should give employees opportunities to have their say and provide feedback. This can be through regular surveys, suggestion boxes and open forums. By listening to and acting on employee feedback businesses can improve their decision making, drive innovation and create a more engaged and satisfied workforce.
Engaging Employees During Change
Leanscape’s experience with change initiatives across industries shows there are three engagement strategies you can start using today.
Having the right tools for team collaboration is key to transparency, flexibility and productivity across diverse teams and ultimately project success and company culture.
1. Give Employees Ownership
Change shouldn’t feel imposed – it should feel co-created. Giving employees ownership of initiatives builds investment and accountability.
How to:
-
Give employees a seat at the table. Ask them to participate in brainstorming sessions or pilot new processes.
-
Give autonomy. Break down big change programs into smaller, more manageable initiatives and let teams own them.
-
Address the needs of the individual and the organisation to tailor the solution.
Example: A global finance organisation we worked with created “change task forces” where employees at every level could contribute to the solution. The result? Process efficiency improved by 22% driven by ideas from the bottom up.
2. Open Communication
Trust is the foundation of engagement and trust starts with transparency. Employees will buy into change when they understand the why.
What to do:
-
Develop a communication framework that shares regular updates on progress and challenges.
-
Use storytelling for impact. Frame change as a story employees can see themselves in.
Example: Our team recently worked with a healthcare organisation rolling out a new system across multiple departments. Weekly video updates from leadership kept employees informed and empowered. Trust and collaboration skyrocketed as employees felt involved not blindsided.
3. Recognise and Reward
Engagement flourishes in environments that acknowledge effort and success. Recognition motivates and sets cultural norms around contribution and collaboration.
Recognition tactics:
-
Implement peer recognition programs where employees can share team wins.
-
Celebrate all wins – even the small ones. Sometimes the middle of a project needs as much energy as the finish line.
Example: When we worked with a manufacturing organisation we introduced a recognition wall to celebrate mini-projects during their Lean journey. Employees shared their wins company wide and it created a buzz of progress and pride.
Case Study: Employee Driven Change in Healthcare
At Leanscape we practise what we preach. One of our most successful projects was a suggestion scheme at a healthcare organisation struggling with digital transformation.
The Problem:
Employees were resistant to a digital records system, worried about increased workload and job losses.
The Solution:
We created a participative process called “Team Pulse”. Employees were asked to put their thoughts and ideas in anonymous suggestion boxes on how to make the transition smoother. Participants reviewed the solutions together to get buy-in.
The Result:
72% of employees engaged and implementation timelines reduced by 35%. Trust in leadership and morale went through the roof. Engagement works.
Overcoming Engagement Barriers
Now you might be thinking—what about when engagement seems impossible? Common barriers like resistance to change, fear of the unknown and lack of motivation are all too real. The good news? These are solvable.
1. Resistance to Change
Solution: Address the fear directly. Host “fear forums” where employees can share their concerns. Leadership must listen and respond thoughtfully.
2. Motivation Fatigue
Solution: Use gamification to keep engagement high for long term projects. A leaderboard for milestone achievements keeps employees motivated.
3. Leadership not in the Action
Solution: Lead from the front. When leaders model the behaviour and show commitment to change employees will follow suit.
Measuring Engagement for Real Results
Engaging employees isn’t a one off – you need a continuous feedback loop. Use tools like surveys, workshops or one-on-ones to check in with your organisation. At Leanscape we tie engagement metrics to measurable business outcomes like time to implementation, employee turnover and customer satisfaction.
