Digital Record Of Assignments Submission Throughout the MAED/AET program, you have added signature assignments from the following courses to your digital r

Digital Record Of Assignments Submission Throughout the MAED/AET program, you have added signature assignments from the following courses to your digital record:

Résumé or CV
CUR/516: – Week 8: Signature Assignment: Instructional Plan & Presentation
CUR/528: Wk 4 – Signature Assignment: Planning a Needs Assessment
CUR/532: Wk 6 – Signature Assignment: Facilitator Training Program
AET/560: Wk 6 – Signature Assignment: Change Process Communications Plan
AET/562: – Wk 6 Signature Assignment: – Digital Presentation
AET/570: – Wk 6 – Signature Assignment: Training Program Plan 2

Change Process Communication Plan

Nasser Y Miranda
University of Phoenix
Facilitating Change – AET/560
Randy Howell, Ph.d.
October 11, 2021

Change Process Communication Plan
Change is difficult for everyone. Many individuals are afraid of change since it will take them away from their comfortable surroundings. This can be difficult to manage and combat for those attempting to effect change in their organizations. On the other hand, change is an unavoidable part of life, including in the business world (Torppa & Smith, 2011). When it comes to workplace change management, having efficient communication methods and processes in place may help your business flourish.
Change Management
Change management is a business term that refers to the strategic planning, procedures, and tools used to aid in delivering organizational change and assisting employees in understanding and adapting to the changes made. It is essentially the act of leading employees through a transformation process to get them to their desired goal. Adopting change management practices will help to reduce the probability of a successful organizational transition (Torppa & Smith, 2011). It is reasonable to anticipate the need for a change management plan when embarking on a new project, system, method, initiative, or policy that has the potential to disrupt your organization’s day-to-day operations.

Importance of Internal Communication During Change Management

Good communication is essential, whether restructuring your business, adopting new technology, or transferring employees. Communication is critical for effective change management. One of the most frequent reasons for change management failure is a communication breakdown. When a company collapses, it puts itself at grave risk. The following problems may arise due to a lack of internal communication during change management: Money and other resources are being squandered, and productivity is at an all-time low (JAKUBIEC, 2019). Failure to adhere to new laws or industry standards may result in a loss of market share. These events may harm a person’s reputation.
Change management communication refers to the information you give to stakeholders to assist them in understanding why a change is being implemented and how it will impact them. Developing a timetable for the shift; Establishing a conduit for workers to interact with management and ask questions or give comments (JAKUBIEC, 2019). Timely transmission of clear, consistent, and relevant information is the best change management and communication approach.

How to Create A Change Management Communication Strategy

For the change management effort to be effective, a well-thought-out communication plan for the change process is required (Castellaneta & Conti, 2017). A communication plan is a document that may be used to guide an organization through deciding what information to send when to give it, how to deliver it, and to whom to provide it throughout a change management process.
This step-by-step procedure, which incorporates best practices for change management communication, will help me create a successful change communication strategy for my business.

Define Communication Objectives Clearly.

I’ll need well-defined goals and objectives to be effective in developing an internal communication strategy. The following are included: • What am I trying to achieve?
• How will I go about getting it?
• Who will be held accountable?
• How will I know if my venture was a success or a failure?
For example, if I’m upgrading my company’s computerized record-keeping software, I may want to guarantee a smooth data transfer from the old to the new system. As records are transferred between the two systems, the transition from the old to the new system may occur in stages. Workers’ ability to generate and store new records during the change over time will be impacted (Castellaneta & Conti, 2017). Internal communications aimed at change management may be provided in collaboration with the information technology department. The data and types of calls that come into the help desk may gauge the project’s success.

Conduct A Stakeholder Analysis and Create A Target Audience List.

To begin, I must understand the personalities of the workers and their desires, wants, concerns, motivators, and dislikes. Also, keep in mind that the proposed change may have a greater or lesser impact on specific employee cohorts. It is highly advised that you develop employee personas, which are fictionalized depictions of workers with different traits that may help me predict future actions you will do, including what I say and how I deliver messages. This information allows me to create audience segments, which will enable me to provide relevant information to the right people at the right time. Consider the following scenario: my company is reorganizing and laying off employees (Castellaneta & Conti, 2017). Then I could have a consistent message for the whole business, tailored messages for individuals laid off, and tailored messages for those whose employment would be changed due to losing a few critical colleagues.

Recognize and create critical messages

Now that I’ve identified my goals and target audience, I can concentrate on deciding precisely what I want to communicate. Among other things, I’m pretty sure I’ll have some broad, overarching core themes as well as specialized and targeted messaging for various stakeholders and target groups.
When I write my message, I will make sure to include the following information:
• The nature of the change and the people who will be affected.
• Why change is required.
• Where and when the change will occur.
• How the change will be executed.
I must also be concise, clear, and understandable while presenting my critical thoughts as follows.
• Keep your usage of jargon to a bare minimum.
• Written in a friendly, pleasant tone that is simple to read and comprehend.
• Be honest with yourself.
• Be honest and straightforward.
• Communicate clearly what is happening and the implications for the business or the individual employee.
• Describe the employee’s tasks and responsibilities, as well as the available resources and support.
When communicating change inside an organization, it is critical to anticipate and anticipate opposition. Resistance expresses itself in several ways and is often driven by emotions, such as apathy, anger, sadness, denial, and resentment, and is particularly prevalent when some employees get negative news (Blumenberg, 2021). It is essential that you understand this and that you are prepared to address it in your response.

Map Out the Distribution Routes.

How will I communicate critical information to my employees? Different workforce groups have different communication preferences. I agree that some individuals prefer not to receive emails, while others want to interact more traditionally (Blumenberg, 2021). While using multiple channels may help with information retention, it may also help with message delivery.
I’m thinking about utilizing several of the change management communication tools and channels listed below:
• Email – In some instances, individuals prefer to get information through email; however, this may not be as effective in others since email overload may result in material being ignored or rejected.
• Face-to-face communication – Many employees prefer to be notified of significant changes in person rather than through email or other contact methods. A supervisor may do this at a team meeting or via town halls and other educational activities.
• Video material – The vast majority of people would rather watch a video than read the same information on paper. Snippet-length videos may be a powerful tool for communicating what my change involves and why it is essential.
• Dedicated intranet area – I will devote a part of your intranet to the change process and related resources like training tools, white papers, and fact sheets.
• Forums – This may be a place on my intranet for workers to debate the change, give comments, and ask questions.
• Discussion boards – This may be a location on my intranet for workers to debate the transfer, make comments, and ask questions.
The techniques listed below will be used:
• Digital signage – To emphasize the shift in my workers’ thoughts, I will create messages shown on displays around my business.
• Corporate screensavers – Like digital signs, corporate screensavers are shown on employees’ computer displays throughout the day. These work in the same way as digital signs, except the pictures are shown constantly on workers’ computer screens.

Create Marketing Collateral and Content.

I want to offer a range of tools to assist workers in adapting to change while also preparing ahead for future content requirements. The material must also be customized to the distribution channels I want to use. General notifications, reminders, instructional resources, and films, as well as questions and answers, may be included in the messages (Blumenberg, 2021). My whole resource set must be dedicated to the change and its consequences for the individual. Additionally, methods to assist people impacted by the transition should be created.
Finally, methods for evaluating the success of your change management internal communication efforts must be included. While simple observation may indicate whether or not a change was successfully implemented, you must also evaluate the efficacy of your message. Data from both quantitative and qualitative sources may be used to assess the campaign (Blumenberg, 2021). Analyze the data for your resources to see how often they are utilized and if any patterns develop. There are many methods for polling your employees.

References.

Blumenberg, M. (2021). The Impacts of Organizational Change on Employee Engagement (Doctoral dissertation, Trident University International).
Castellaneta, F., & Conti, R. (2017). How does acquisition experience create value? Evidence from a regulatory change affecting the information environment. European Management Journal, 35(1), 60–68. https://doi.org/10.1016/j.emj.2016.07.002

JAKUBIEC, M. (2019). THE IMPORTANCE OF INTERNAL COMMUNICATION FOR THE MANAGEMENT OF AN ORGANISATION. Scientific Papers of the Silesian University of Technology. Organization and Management Series, 2019(134), 47–62. https://doi.org/10.29119/1641-3466.2019.134.4

Torppa, C. B., & Smith, K. L. (2011). Organizational Change Management: A Test of the Effectiveness of a Communication Plan. Communication Research Reports, 28(1), 62–73. https://doi.org/10.1080/08824096.2011.541364

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