| Engaging through change.

11 organisations that have successfully driven change through their people.

10 ways you can mimic their success.
4 things you can do to get started today.

One definitive guide to

engaging through change.

Engaging through change.

Just 15 years ago, change was something that disturbed long
periods of calm.
Now, you could drop into any organisation, in any sector,
anywhere in the world, and the chances are youd find some
kind of change underway.
This could be a major change, such as a merger or acquisition,
a new CEO or a period of rapid growth. It could be a response
to the disruptive power of digitisation, the complexity of
globalization or increasingly demanding customers. Or it could
be the constant change thats part of simply staying afloat in
todays dynamic business environment let alone ahead.
None of this is going away anytime soon. But wherever you
work, whatever your change and whenever it happens, one
thing will always apply: organisations dont drive change.
People do.
So while your CEO can announce a total turnaround in strate
gy, or your companys shareholders can approve an acquisi
tion, no change will succeed without the help and buy-in of
your people.
Which means your role is only going to become more
important.

This report is divided in three parts

How to make an impact in the change process

Making it happen

Four ways to get started

STOP!
Before you turn the page
ask yourself these questions.
Theyll help you to understand
where you are now, and plan
for what you need to do next.
Q: Has your organisation been
through a change before? If
so, what did you learn (from
your failures as well as your
successes) that you could
apply this time?
Q: Whats the burning platform
for the change? Does it excite
and engage you? And are you
ready to be a sponsor for it?
Q: Have you identified a core
group of people you can bring
together as a team to live,
breathe and drive the change?
Q: What are you and your team
going to stop doing so you
can focus your energies on
the change? And what are
your must-win battles?

Part 3
4 ways to get started today.
We realize that theres a lot to absorb in this report.
But you dont have to apply all of the advice, all at
once. You can start by taking these four steps.
Step one
Get the story straight with your CEO and top team
Before you can do anything, you need your CEO and top team to
agree a vision for the change. And you need to be on board with
that vision yourself. So carve out some time with them to discuss:
What do we need to change and why?
What do we need to keep thats made us successful in the past?
What does the future look like?
What will people be doing differently?
Whats the change story for our organisation?
See how consistent the answers are from each member of the
team, and how easy it is for them (including you) to answer
the questions. If they struggle, or they dont all agree, youll
need to help them to understand and get behind the story.

In the past, weve been known as a commercial

organisation. The first stake in the sand was
deciding to be really clear that were a sciencedriven organisation, and our work is about how
science delivers for patients.
Lisa Naylor, senior director, talent development, AstraZeneca

| Engaging through change. |

Step two
Decide what youre going
to measure and how
Your measures need to reflect the key things that
are driving the change. If youre restructuring to
become more efficient, for example, your measures
could include concrete business outcomes such
as faster customer response times along with less
tangible changes, such as people making faster
decisions or communicating with each other better.
Now decide how youll collect that data. Your
annual survey is one way to measure if people are
thinking and acting in the way you want them to.
But you could also consider running more frequent
pulse surveys to gauge how people are responding
or holding focus groups with the most affected
employees. And think about how and where
you can gather data on business outcomes.

Step three
Think about how to adapt your employee
survey or how to use a new one
Consider asking specific questions about the change,
and whether your organisation has implemented
and communicated it effectively. If policies,
processes, or team structures have changed, ask
how that affects peoples ability to get the job
done. And if the strategy has changed, make sure
the survey questions reflect the organisations new
direction. Benchmark your current scores for all
questions so that you have something to compare
against later. And remove questions that are no
longer relevant once the change is complete.

Now look at your survey results and action plans.

Use areas of strength to keep employees engaged as
they work through change, and look at where you can
improve. Then set reasonable goals based on how the
change will affect your people. A team thats going
through a restructure might not be able to increase
productivity or engagement as much as it would have
before the change, for example so managers might
set goals that are more achievable in the short-term.
Finally, make sure that action plans are clear,
specific and measurable, and that they relate back
to the change.

Step four
Work out who can help you
If a CEO cant push a change through without
any help, neither can you. So think about who in
your organisation can most influence whether
the change succeeds or fails and develop
a strategy for engaging those groups.
That could be your high potentials, your future
leaders or your customer-facing teams. Or
it could be the cynics: the ones who have
the most potential to derail your plans.
Then theres the key teams youll need to work with
to deliver the change day-to-day: marketing, internal
communications and the wider HR function. And
dont forget your own direct team: as Antony from
Vodafone New Zealand says, theyre going through
the change too, and can be a good barometer for
how the rest of the organisation may be reacting.

The increased levels of engagement weve

achieved over the last six years have delivered
improvements in both the banks customer
service levels and its financial performance.
Abdulla Aleter, head of HR, National Bank of Fujairah

What your peers say.

The organisations we consulted for this report
represent a wide range of sectors and countries.
But the advice and practical actions they gave us will help you
to navigate any change scenario, at any stage of the journey.
Weve collated what most of them said here. If youd like to
know more about a particular company or scenario, go to:

www.haygroup.com/en/our-consulting/
employee-surveys

| Engaging through change. |

Who: AstraZeneca
What: New CEO, new strategy and culture
TOP TIPS
Tip one
Really know your organisation. Be totally clear about
the problem youre trying to solve, and meet people
where they are on the journey.

Tip two
Give people context, and time to absorb and

People were super-engaged

because we were saying: these
are our values. Do you buy into
them? What do you need to do
to put them into practice?
Lisa Naylor, senior director, talent
development, AstraZeneca

personalize it. If they know whats different and what

your priorities are, they can make decisions quickly.

Tip three
Be authentic and relevant. Work with your comms
team to cut out the corporate speak. And stay relevant
by connecting the change to peoples everyday lives
and by measuring success by effort, not perfection.

Tip four

The energy around our science

and patients has come closer to
the surface. As employees, we
talk a lot about patient need and
amazing science day-to-day.
Lisa Naylor, senior director, talent
development, AstraZeneca

See difference as a positive. To be creative and drive

change, you need a little bit of difference. Help each
leader to find their distinctive strength.

Tip five
Be flexible. Realize that different people will react
and be engaged differently. Make your development
program flexible to suit different people, and regularly
look for opportunities to adapt it to a changing
business environment.

Read the full case study

Who: BASF Australia and New Zealand

What: New operating model and culture
TOP TIPS
Tip one

Tip five

Acknowledge the crisis. [Ross says] My first step was

Use communication to bring your change to life. Tell

to acknowledge that major change was necessary

to make sure the business was sustainable. Once I
understood the scale of our challenge, it was clear that
every aspect of the business had to be questioned.

an inspiring story. Be open, honest and use employee

feedback to decide how to flex your approach for
different groups. And accept that you wont make
everyone happy.

Tip two

Tip six

Build a core team that lives, breathes and owns the

Maintain the momentum. An organisation going through

change. An early action was to come together as a small

group to figure out what we could do. We really challenged
the status quo and set the framework for success.

Tip three
Harness the power of the burning platform. Engaging
the leaders in the process and showing them the scale
of our challenge helped to initiate the transformation.
It gave us that Thelma and Louise moment when you
just have to drive off the cliff.

Tip four
Get your leaders behind the change or you wont
build trust. To be clear and consistent, we all needed to

change is like an elastic band; if you let the tension go,

itll spring back to where it started. Give people a reason
to change and reinforce your vision over time, so people
are motivated to keep working towards it.

Tip seven
Talk about and learn from your and your leaders
mistakes. By sharing what worked and what didnt,
and what people can do differently from now on, youll
make a real impact. And itll stop you from making the
same mistakes again.

Read the full case study

understand the need for change. We also had to have

a shared, compelling vision for the future, which we
communicated (and lived) consistently.

Announcing the new leadership team was a

key piece of communication, because it showed
we were starting at the top.
Eike Croucher, head of corporate affairs, BASF Australia and
New Zealand

| Engaging through change. |

Who: Dixons Carphone

What: Integrating after a merger

Who: Menarini Asia-Pacific

What: New owners, fast growth

TOP TIPS

TOP TIPS

Tip one

Tip one

Never think that people are sick of hearing from the

Create an inspiring vision of the future

future.state.
Employees

business or its leaders. Use all your channels to bring

arent mechanical;
Employees
dont operate
they have
mechanically.
feelings. Having
Theyre
a

the change to life. Paint a picture of the future and

compelling
going
through
vision
a sea
is critical
of emotion
to employee
day-to-day,
engagement.
within

what it means for your people.

and outside of work. Articulating a compelling vision

Tip two

is
critical
Tip
twoto attaining focus, alignment and employee
engagement.
Keep striving to make your company a great place

Use lots of visual symbols of the new business.

Tip
two
to work.
If you have a great environment one where

We had a combined magazine, customer promise and

you trust the people you work for, take pride in what
Strive
create
a great
place you
to work.
youhave
a
you doto
and
enjoy
the people
workIfwith
other

joint tone of voice on day one. Were doing our first

joint survey. And were embedding new values.

Tip three

great
one where you trust the people
thingsenvironment
will fall into
place.
you work for, take pride in what you do and enjoy
the
you work with (A Great Place to Work,
Tippeople
three

by Robert Levering) many of the other desirable

Be brave. We didnt let the fact that we hadnt yet

Engage and
your
managers. Never assume
outcomes
willenable
fall into
place.

integrated all our systems and processes stop us. We

they automatically know what to do, but dont

brought things together before we had all the answers.

spoon-feed
Tip
threethem either. Teach them how they can

And we challenged the business to make sure we

didnt announce everything at once, or say something

engage others.
Engage and enable your managers. Never assume

in a disjointed way.

they automatically should know what to do. Teach

Tip four

keep doing it.

Dont think you have to spend millions of dollars on

Recognize that everyones going through the change

including the people who are driving and managing
it. We all tend to look to HR and leaders for answers,
forgetting that those people are also debating what the
new organisation means for them, their role and career.

Tip five
Engage the people you have to let go. We want
people to still recommend us as a great place to build
a career. So weve been very clear about why we need
to make these changes its not a personal thing.
Everyone thats left has gone with the message that
wed welcome them back if the model changes again.

Tip
four
them how they can engage others effectively and
your engagement program. If you focus on the basic
concepts,
Tip fouryou can have a very cost-effective solution.
Focus on the basic concepts and do them well.

Tip five

Effective employee engagement isnt about how

much
you
spend,
is it awill
one-time
Itsokay.
a
Accept
that
somenor
people
leave initiative.
and thats
continuous
process.
So
keep
doing
the
basics
well.
Its not just about getting the right people on the bus,
but also getting the wrong people off it.

Tip five
Accept that some people will leave the organisation
and thats okay. If employee engagement is effective,
some people will quickly learn that this company isnt
the right place for them. And, in the longer term, thats
better for the organisation and the individual too.

Read the full case study

Read the full case study

Who: Metinvest
What: Disruptive external change
TOP TIPS

to-face conversations with their teams and a lot more

Engagement is about keeping

a future vision one that excites
people and that they want to be
a part of. If you want to keep
people, you need to show that
youre still thinking about your
people strategy, talent pool and
future potential.

often than before. Talking helps to dispel anxiety.

Natalia Strelkova, HR director, Metinvest

Tip one
Dont wait for change to happen. Develop good
employee engagement levels beforehand. Itll mean
your people are better placed to weather the storm.

Tip two
Equip your managers to drive engagement. They have
more influence than anyone. Help them to have face-

Tip three
As an HR professional, dont be afraid to make yourself
heard. In a crisis situation, theres often no right or wrong
answer. Be bold, confident and fight for what you believe
in. Thats how youll influence a situation.

Tip four
Give employees faith in the future. Think carefully
before you stop any initiatives particularly any
around strategic people planning, such as talent
programs. People need islands of stability in the midst
of change.

Tip five
Work closely with key internal teams. Youll need
support from HR, internal communications and top
and middle management if youre to monitor and
respond to employee feedback.

Read the full case study

| Engaging through change. |

Who: Rexam
What: Preparing for an acquisition

Who: Telenor
What: New strategy

TOP TIPS

TOP TIPS

Tip one

Tip one

Make your
When
you see
communications
change coming,
clear
act.and
Implement
consistent.

Spend time building a clear and compelling case

Everyone
an
engagement
likes clarity.
plan toStick
deal with
to your
thestrategy
change.

for change. Make sure people understand why youre

consistency is well
Communicate
key.and support your leaders and

changing and what it means for them.

people. That way, theyll be ready and engaged

when
the change happens.
Tip two

Tip two

Be
Tipcareful
two about how you break bad news. If you

Customize your approach. Theres no such thing as

share bad news in a large group, it leaves a vacuum.

one-size-fits-all engagement. If you can help each

People
can be afraid
to ask
questions
walk
out
Share anything
you can
share.
As soonand
as you
have
withnews,
only the
Share this
kindworld,
of news
any
tell negatives.
people. In todays
digital
its in

person through their own personal transition, you can

smaller
groups
so people
can
discuss
it.
likely
theyll
findinstead,
out quickly
anyway.
And
its better
if they hear it from you.

Tip three
Tip three

transform the company.

Tip three
Equip your leaders and become a change-ready

Remember that engagement isnt about giving

organisation. Help leaders to understand and

people
everything
theydoesnt
want.The
affiliative
Think flexibly.
One size
fit all.
Consider
leadership
style
isnt
good
for
performance.
whether you could offer different survey options,

factor in the change curve, and give them the tools

Sometimes,
you have
to be honest
and say
or different kinds
of support,
to different
parts of
thatbusiness.
someone may be better suited to another
the
organization.

Tip four
Tip four

Dont make assumptions. It can be tempting to think

Be
trusting
your
people,
especially
thatmore
if peoples
jobsofare
safe,
theyll be
fine. Butlower
those

down
ranks.
Theyre
the ones who
peoplethe
need
support
and information
too.live and
breathe the brand and tend to glue to you in times of
trouble.
Spend time engaging them personally.
Tip
five

Tip five
Develop a strategy for keeping people engaged
over a long period of time. We knew we could
Dont forget your other stakeholders, such as the
be living with uncertainty for a year. So we used
external media. They could make or break you. So
different tools and approaches to support people
make sure you have a strategy for engaging them too.
and keep them interested throughout.

Read the full case study

to support their leadership, and over time your

organisation will become more agile in the way it
approaches significant change.

Tip four
If engagement dips, dont panic. Take the time to
understand what underlying issues are driving the
dip and use that data to inform your engagement
program.

Tip five
Accept that you cant engage them all. Sometimes,
the company just cant provide what a person needs
to overcome their resistance. In those situations, its
better for that person to move on and get what they
want outside of the company.

Read the full case study

Who: Virgin Australia

What: New CEO, new strategy and culture

Who: Vodafone New Zealand

What: Integrating after an acquisition

TOP TIPS

TOP TIPS

Tip one

Tip one

Make your communications clear and consistent.

Accept that you cant control other peoples

Everyone likes clarity. Stick to your strategy

engagement. As an HR leader, youre accountable

consistency is key.

for creating the program that drives engagement.

But its down to every individual and their leader to

Tip two

make it happen.

Be careful about how you break bad news. If you

Tip two

share bad news in a large group, it leaves a vacuum.

People can be afraid to ask questions and walk out

Dont lose your focus on the customer. We got tied

with only the negatives. Share this kind of news in

up in managing the synergy process, which made

smaller groups instead, so people can discuss it.

everyone too inward-looking. Its natural to have

a dip, but wed have come out of it sooner if wed

Tip three

shifted the focus back to the customer earlier on.

Remember that engagement isnt about giving

Tip three

people everything they want. The affiliative

leadership style isnt good for performance.
Sometimes, you have to be honest and say
that someone may be better suited to another
organisation.

Use storytelling to help people to deal with the

change. Proud 2 helped people to realize they
can choose how to react.

Tip four

Tip four

Dont forget that you talk the talk, but your leaders

Be more trusting of your people, especially lower

walk it. You need to balance what the organisation

down the ranks. Theyre the ones who live and

breathe the brand and tend to glue to you in times of

does in terms of comms and engagement with what

your leaders do. Theyre the ones who need to build

trouble. Spend time engaging them personally.

their teams trust in the change.

Tip five

Tip five

Dont forget your other stakeholders, such as the

Use your own team as a barometer for whats

external media. They could make or break you. So

happening in the organisation. If theyre exhausted,

make sure you have a strategy for engaging them too.

everyone else probably is too.

Read the full case study

10

Read the full case study

| Engaging through change. |

Nows not the time to go it alone.

Engaging your people through change is tough
especially if youre already doing more with less.
Weve helped clients of all sizes, in all parts of the world, through
all change scenarios. So we can help you with every element of the
change process from getting your strategy, structures and processes
right, to developing the right skills and behaviors in your people. And
we can help you to create an engagement program that reflects what
youre trying to achieve then measure and act on the results.

Read the other parts of

the report:
1 How to make an impact
in the change process.
2 Making it happen
or download the full report >>

To find out more

advice on how to engage your people through change, or if youd
like to know more about a particular company or scenario, go to:

www.haygroup.com/en/our-consulting/
employee-surveys

90% of strategy is execution.

And 90% of execution is people.
Gary Burnison, CEO, Korn Ferry

11

About Korn Ferry

Korn Ferry is the preeminent global people and organisational advisory firm.
We help leaders, organisations, and societies succeed by releasing the full
power and potential of people. Our nearly 7,000 colleagues deliver services
through our Executive Search, Hay Group, and Futurestep divisions.

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Engaging through change was published by Korn Ferry Hay Group on 1st July 2016