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New research Ipsos for Logica and the ESSEC Chair of Change Management

posted Oct 17, 2012, 1:57 PM by b00455334@essec.edu
The French and change

The research jointly conducted by The ESSEC Chair of Change Management, Ipsos and Logica has as a primary goal to highlight concerning the management of change in companies. An online questionnaire was adressed to companies with more than 1,000 employees. Between the 21st and the 26th of June 2012, 1,002 employees responded to the questionnaire. Some of the great issues of Change Management were highlighted and brought to the attention of managers.

Employee saturation in the face of change

The first issue raised by this study is the saturation of employeesfaced with the numerous changes taking place in the corporate world. Indeed, 96% of the employees interviewed have personally experienced change within their company, with an average of 6.4 changes. Three-quarters of those who responded have experienced at least one follow-up action with an average of 2.3 actions.

In addition, 60% of the employees surveyed consider that the projects usually do not produce all the benefits expected. 73% specifiy that it is because the projects follow on from each other at a sustained rhythm, lasting longer than planned.

About two-thirds of the respondents estimated that the frequency of changes in their department has increased, both the number and complexity, for the last two years. Finally, 60% of the employees surveyed estimate that the number of changes is too high. The amount of organizational change therefore seems to put the success of change at risk.

Only about half of the employee have training or received the information about change proposed.

The ability of people to change

The second issue adressed by this study is the ability of the employee to capacity. Even if more than 8 out of 10 employees evaluate that they have a good chance to change at work, 76% of them do not always understand the need for this changes.

The issue of communication and change-related training therefore appears to be crucial. Yet, training and communication related to change are indeed judged as efficient (according to respectively 72% and 56% of employees). Finally, the support from the management team was perceived only by one employee out of four.

The individual commitment to change

The last issue addressed by the study is the commitment of employees to proposed changes. Indeed, only 22% of employees surveyed think that change can improve well-being.

And yet, respondents get involved: 82% of them make efforts to see the success of changes. Often perceived as statics, most of French employees would actually be willing to commit to changes they disapprove of, or do not understand initially.

The attitude of French employees towards change finally remains potentially positive and it appears that the success of organizational change would therefore depend mainly on the way it is planned, communicated and carried out.