Recent survey insights reveal challenges in organisational change readiness among leaders.
- A considerable number of HR professionals report a lack of preparedness among managers for implementing organisational changes.
- Furthermore, a significant portion of employees are also seen as unprepared for strategic shifts within their companies.
- Many organisations lack specific upskilling and communication plans necessary for effective change management.
- The absence of dedicated change teams significantly impacts the execution of change programmes.
In a survey conducted by Censuswide, commissioned by the global leadership experts Right Management, it is revealed that a substantial portion of HR professionals perceive a readiness gap in organisational leadership. Approximately 23% of HR professionals in the UK expressed concerns over managers’ ability to effectively lead through structural, technological, remedial, or cultural changes. This concern is amplified by the sentiment that about 33.2% of employees are similarly unprepared for such transitions.
The survey, which involved 1,000 HR professionals from organisations undergoing or poised for transformation, highlighted a prevalent issue: the lack of targeted upskilling for leaders to steer change effectively. Such deficiencies in training and development contribute to the broader context of organisational unpreparedness, especially considering recent global challenges such as the cost of living crisis and geopolitical tensions, commented Lorraine Mills from Right Management.
A significant finding from the survey is that processes, communication, and personnel are prioritised as essential focus areas in managing change programmes. Nevertheless, about 20% of the surveyed organisations reported not having a communication plan to support their change initiatives, marking a significant oversight.
Of particular concern is the frequency with which existing communication strategies are reviewed. While over 80% of businesses have a plan, 35% admit to revisiting them only three times annually, creating a disconnect between the overall change programme’s delivery and its communication. Regular updates are critical, with 50% of organisations revisiting their change initiatives monthly, as highlighted by Mills, who stressed the importance of robust communication plans to maintain organisational cohesion during transitions.
Alarmingly, the survey also identified that 75% of organisations undergoing changes do not have a dedicated team to manage these processes. This omission places a strain on already stretched HR departments, underscoring Mills’ recommendation that appointing a specialised team or individual can significantly improve management of complex change programmes and provide a clear contact point for overseeing the change process.
Moreover, the survey illustrates the dynamic nature of modern organisational environments, with HR professionals managing an average of six change programmes annually, often necessitating innovative approaches and fresh thinking.
The survey paints a clear picture of the widespread challenges faced by organisations in preparing leadership and staff for comprehensive change, calling for strategic enhancements in communication and dedicated management structures.
