About the author:If you would like to discuss Robyn's post in more detail, please contact Robyn at [email protected]
[vc_row][vc_column][vc_column_text] The past two years have become a landmark of great conflict, challenge and change. Brexit, COVID-19, COP26 and the drive of technology combined to have a near universal impact on the way we think, live and work. Trials and tribulations have been brought to the fore of our workplaces, with a rapid and ongoing need to respond and adapt the agenda for most. We’ve not only had to rethink our platforms, products and services, but our employees are changing too: justice is demanded across the board for climate change, social movements, flexible working and mental health. If change is the echoing call of the past two years – then how are our leaders responding to this? CIPD says not well: failure to deliver change management in organisations is as high as 70%. It’s hard to run alongside a train going at an increasingly accelerated pace if you don’t have the stamina to do so. People train for years to run marathons; should we not take the same approach for our organisations? Change will always happen but it’s how we manage its impact that counts.
Building an inclusive culture with TSB BankTSB Bank is a national retail bank with over 6,000 employees. A need for change was recognised and advocated for by its Head of Employee Relations, Angela Gibson. Tired of the traditional grievance procedures and clunky, inaccessible policies, TSB’s ordinary approach to dealing with complaints and concerns wasn’t in line with its values of becoming a truly inclusive workplace. It was time for change – but strategic, engaged and dedicated change. The bank collaborated exclusively with The TCM Group to make the leap towards a people-centred resolution process that reflected the changing needs of its staff. An overarching ‘Do What Matters’ initiative set the precedent for the scale and scope of change that TSB wished to implement throughout the organisation. Their management of conflict moved away from divisive formal policies towards a Resolution Framework: a legally compliant, collaborative and robust system for resolving complaints fairly and informally through open, honest dialogue, facilitated conversations and mediation.
“We wanted to flip the traditional procedural mechanisms on their head. We wanted to create policies that empowered, invited and encouraged people to display the behaviours that we wanted within our organisation.” Angela Gibson, Head of Employee Relations at TSB Bank
Steps to successTSB Bank wasn’t going to be a part of the 70%. Effective change management provides conceptual scaffolding for people, process and policies: without a strong foundation, ideas have no support to become a lasting reality.
How to manage change in your own workplaceForbes has created a checklist for organisations to facilitate change management in mergers, acquisitions, or unexpected events.
Recognise the change
Communicate the change
Lead the change
About the author
Robyn Marsh is Senior Communications Executive at The TCM Group (Train. Consult. Mediate.)
If you would like to discuss Robyn’s post in more detail, please contact her at [email protected][/vc_column_text]