Host a “launch event” for the new process. Use multiple methods of communication – from kick-off emails to all-hands presentations – to ensure every employee hears the message multiple times. The goal is to make sure everyone knows what’s coming (and why) by the time it arrives. The “rule of 7” from marketing suggests we need to hear a message seven times before we truly retain it. Overdo itĮrr on the side of over-communicating about the change. This approach could mean scheduling a lot of briefings, but if the end result is successful adoption of the new program, it’s worth it. Each briefing is limited to 20 attendees to ensure that every employee can ask questions and make their concerns heard. One organization I am familiar with, when rolling out a significant change, invites all employees to attend small in-person briefings. Make sure your performance management communication plan is segmented to answer that question in detail for each distinct group of employees. Consider the different types of employees across your organization (hourly, salary, non-manager, manager, etc.) and ask “How does this impact me?” from their perspective. One size does not fit all when it comes to communication. This will help create buy-in.įree guide on Creating a Performance Management Process That Works Segment your communication Share with them the inclusive process that was used involving feedback from all across the organization. Make sure your employees understand why the new process was created. Focus on the benefits of the new process – don’t just tell them what’s happening. It can be helpful to think about how you’d sell these new processes if it was optional for employees and managers to use it. Sell, don’t tellĪs you communicate, highlight how and why this new process is better and will be beneficial to everyone. Here are some tips and examples to help guide your communication planning efforts. A well-planned, robust communication effort can help decrease (although not eliminate) the resistance you will encounter during the implementation. Regardless of how much your old process was disliked, your new process represents an unknown new reality. Ensure your efforts achieve impact by crafting a solid performance management communication plan. You’ve invested a lot of time and energy creating processes that will work better and feel better to both employees and managers. You are now ready to communicate these new processes across your organization. Picture yourself at the end of a long period of designing a great new performance management process.
#SAMPLE COMMUNICATION TO EMPLOYEES ABOUT CHANGE DOWNLOAD#
Want to get the most out of your performance management process? Download the free guide here. This article was taken from Creating a Performance Management Process That Works, a guide we created together with Jason Lauritsen, HR expert and author of Unlocking High Performance.
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