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Introduction

Easy Chairs (EC) is at yet another crossroads in its journey. To deliver on the vision of its founders and senior leaders, EC will again need to change and adapt. Part of this change is reevaluating its hiring practices to meet demand both in the US and in the new markets EC is entering. However, EC does not want to make these changes at the expense of employee satisfaction and pride in their work, and the way in which the change is managed could impact employee satisfaction and retention. This report will offer a framework for how EC can effectively manage this change, as well as other major changes in the future, while still driving employee engagement and ownership in the processes.

Identify the Change

The first step in change management is to recognize that a change is required. EC is currently considering a change to its hiring policy, but that is only the beginning of the changes that will take place as it continues its mission to serve even more customers. Management will need to be able to recognize when these changes are needed, as well as communicate the need for change to the employees in a way that fosters understanding and buy-in (Gilbert, n.d., para. 7). If management can effectively communicate a vision for the future, and how the changes will help the company get there, then it will make it easier to get that buy-in (para. 12). An aspect of communicating the need for change that should be included is an acknowledgement of how difficult or scary changes can be for the employees involved (Gleeson, 2014, para. 5). Ensuring that employees feel protected and supported throughout the process can help to mitigate this fear.

Engage Employees to Develop the Plan

Speaking of employees, employee engagement is an important part of change management. Dwight and Ike have made it clear that they care about the employees and recognize their commitment to the company. Giving them an opportunity to be involved in the planning of the change not only gives them time to become accustomed to the change, but also gives them a feeling of agency that can otherwise be lost in the change process (Gilbert, n.d., para. 15). To take it a step further, EC should consider applying a change leadership approach to major changes, instead of just change management. Change leadership is when the organization's leaders communicate their vision for the change and rely on key stakeholders in the company to direct and drive the change (Kotter, 2011, para. 3). It carries a higher level of risk because there is less control from a top-down perspective, but if the right people are in place with the right tools, it can allow for much faster implantation of large changes (para. 5). Regardless of the approach, the output from the employee engagement and planning should be a comprehensive plan with timelines, deliverables, and desired outcomes detailed (Mind Tools, n.d., para. 11).

Implement the Change

If there has been sufficient employee engagement and buy-in from the first two steps, then the implementation phase can become a process of monitoring and supporting from a senior leader perspective (Gilbert, n.d., para. 21). Leadership support during this process involves consistent communications that provide status updates, project milestone commemorations, and celebrations of employee contributions (para. 25). The goal of these communications is to provide a sense of progress while also reinforcing the reasons for the change efforts. Another aspect of leadership support is to actively seek out and remove roadblocks to success from the process (Miller, 2020, para. 14).When employees feel empowered and supported, the fear of failure that can often accompany change is lessened.

Conclusion

Over the last few months, Easy Chairs has tackled the growth of its business, the need to reorganize staffing, and expansion into international markets. Throughout this process, Dwight and Ike have made it clear that, while they want to grow and serve more customers, they will not do so at the expense of the company culture or its mission to serve disabled veterans.Furthermore, they have recognized that the staffing policy change, in particular, has the potential to disrupt the culture they have worked hard to build. It is for this reason that the approach detailed in this report is suggested for this change, as well as major changes in the future. By taking an employee-centered approach, from early engagement and communication when the need for change is recognized, to employee involvement in building the change plan, to leadership support during the implementation, Dwight and Ike can ensure that employees feel invested and engaged throughout the process. This provides the best chance for Easy Chairs to deliver on their vision while still delivering on the original mission.

References

Gilbert, J. (n.d.). Leadership techniques to empower people during change initiatives.Reliableplant.com. https://www.reliableplant.com/Read/18706/leadership-techniques-to-empower-people-during-change-initiatives

Gleeson, B. (2014, August 10). 5 steps for leading through adaptive change. Forbes.com. https://www.forbes.com/sites/brentgleeson/2014/08/10/5-steps-for-leading-through-adaptive-change/?sh=383a759c7dae

Kotter, J. (2011, July 12). Change management vs. change leadership - what's the difference? Forbes.com. https://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/?sh=4b66886a4cc6

Miller, K. (2020, March 19). 5 critical steps in the change management process. Hbs.edu. https://online.hbs.edu/blog/post/change-management-process