A change for the better
| Date | 23 February 2010 |
| Published date | 23 February 2010 |
| DOI | https://doi.org/10.1108/14754391011022235 |
| Pages | 25-31 |
| Author | Judith Fraser,Catherine Hemmings |
| Subject Matter | HR & organizational behaviour |
A change for the better
Judith Fraser and Catherine Hemmings
Abstract
Purpose – This paper aims to look at a recent delivery by Oakridge Training and Consulting of a
programme to enhance the ability to deliver change management at Contour Housing Group.
Design/methodology/approach – The paper looks at the background to the need – the client’s own
research, which highlighted employee concerns regarding the management and communication of
change – and outlines the development of focus groups to understand more about the need and to
develop a strategy for learning.
Findings – Understanding the need for change is the first step to its acceptance. Yet all too often
managers are frustrated by a lack of employee vision. It is probably the case that they see things in a
different light and there is a real need for the rationale for the change to be substantive, well thought
through and credible. Imposing change without communication and consultation serves only to widen
the understanding and communication gap. To avoid this, employers need to consider what they are
doing to help employees’ understanding and ability to manage the process – howare they avoiding the
guesswork? They must also consider what they will continue to do. Change management does not end
after the announcement of change plans, it is really only the starting-point.
Originality/value – Oakridge designed a bespoke programme that was delivered to 60 managers at
different managerial levels within the company.Included in this paper is some early anecdotal evidence
of the programme’s success from those attending. It is supported by a best practice guide to change
management, based on Oakridge’s experience in helping organizations deal with change.
Keywords Change management, Communication, Influence, Leadership, Development
Paper type Case study
When an organization grows quickly, some communication basics can go by the
wayside. Yet, how quickly a company identifies a problem and gets its focus back
on track will ultimately be a true reflection of its worth as a good employer. Contour
Housing Group understands this issue well. Early in 2008, the company identified employee
concerns linked to managing change and took immediate steps to work with an external
provider to develop and deliver a solution. As a result of this intervention the company is
already starting to see early shoots of success.
Spotting the signs
With its head office in Salford in the UK, Contour Housing Group owns and manages 20,000
properties across 27 local authorities and has been involved in property regeneration with
public and private partnerships for many years. In the past ten years the company has been
through many layers of change merging two smaller housing associations and also taking on
several stock transfers, which has seen a major change in the structure of the group.
While the company was steaming ahead at full speed, it became clear via its annual
employee review in 2008 that employees felt differently. Feedback said that only 61 percent
DOI 10.1108/14754391011022235 VOL. 9 NO. 2 2010, pp. 25-31, QEmerald Group Publishing Limited, ISSN 1475-4398
j
STRATEGIC HR REVIEW
j
PAGE 25
Judith Fraser is Principal
Consultant at Oakridge
Training & Consulting, Pott
Shrigley, Macclesfield, UK.
Catherine Hemmings is
based at the Contour
Housing Group, Salford
Quays, Salford, UK.
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