Peakon’s transformation and change question set enables managers and people leaders to track the impact of transformation and change on employee engagement.
The question set enables you to:
- Drive effective change and performance by taking a proactive approach to gain real-time feedback on how your change and transformation initiatives and strategies affect your people across all levels of the organization.
- Empower your people leaders with timely feedback and insights so they can understand how to provide the right level support to their teams, take preventative action and evaluate the impact of their actions related to change.
- Track and measure the impact of transformation and change on engagement and other key people metrics to foster an environment where your people feel supported through change.
Question library
The standard transformation and change question library includes:
- 1 main transformation and change question.
- 8 driver questions.
| Driver | Question | Description |
|---|---|---|
| Managing change | Organizational transformation and change is managed well at [company name]. | When people believe that change and transformation are managed well, they're more likely to support it, increasing the chances of successful outcomes. |
| Communicating change | I am kept informed on the status of organizational transformation and change activities. | Communicating transformation and change effectively fosters deeper engagement. This change can relate to a specific program of change or more general changes. |
| Rationale for change | The reasons for organizational transformation and change are well communicated. | Measures how well your organization communicates why specific changes or transformation activities are taking place. |
| Impact on role | I am kept informed about how organizational transformation or change will affect my role or work. | Measures how well-informed people feel about any planned or current changes might affect them in their personal or work life. |
| Individual input | I am encouraged to share my views on any changes or transformational activities that happen at the organization. | Measures whether people feel encouraged and supported in sharing their views on planned or ongoing change or transformation activities. |
| Considering risks | When transformation or change is planned, I believe the impacts and risks are properly considered. | Measures whether people feel that the impacts and risks of transformation activities have been properly considered, particularly during the planning stages. |
| Resources and support | My team has the right resources and support to help us during ongoing organizational transformation and change. | Measures whether people feel that their team is provided with the resources and support they need to do their work during periods of organizational transformation and change. Example: materials, time, guidance. |
| Leading through change | I am confident that our leaders make the right decisions so that organizational transformation and change is successful. | Measures how much confidence and trust people place in their leaders to make the right decisions. |
| Belief in change | I believe that planned transformation and change at [company name] generally contributes to the future success of the organization. | Measures how confident people are that planned transformation and change activities and programs are beneficial and help ensure future success for the organization. |
Theory references
| Driver | Theory |
|---|---|
|
Managing change |
All organizations must adapt and grow in response to a changing world. This can occur naturally and gradually (change), or take on more specific and acute forms (transformation). Both have an impact on people's individual experiences at work. When people believe that change and transformation are managed well, they're more likely to support it, increasing the chances of successful outcomes. |
|
Communicating change |
Communications on current and planned changes are crucial to securing the support and buy-in of employees, which increases the likelihood of change efforts being successful (Elving, 2005). Employees benefit from knowing what is happening with regards to change activities and getting updates on status, timelines, progress, risks, or barriers. If people aren't informed what is happening, it is harder for them to support transformations. |
|
Rationale for change |
Trust in leadership is vital, but especially so during periods of uncertainty or change (Hao & Yazdanifard, 2015). This means trusting leaders to make the right decisions at the right times for the right reasons. Leaders can help inspire trust by explaining the reasons behind decisions, particularly if these decisions might be perceived to have a negative impact on employees. |
|
Impact on role Individual input Leading through change |
Communications on current and planned changes are crucial to securing the support and buy-in of employees, which increases the likelihood of change efforts being successful (Elving, 2005). Employees benefit from knowing what is happening with regards to change activities and getting updates on status, timelines, progress, risks, or barriers. If people aren't informed what is happening, it is harder for them to support transformations. |
|
Considering risks |
For people to have faith in transformation and change activities (especially if they're major or disruptive), they need to feel that risks and consequences of change have been properly considered (Apostolopoulos et al, 2016). This means that changes are not rushed, the appropriate information is gathered, the right people are consulted, and measures are in place to lower the risk of things going wrong. If people aren't confident that these things have been done, they are much less likely to be supportive or positive about plans for change and outcomes of change. |
|
Resources and support |
It's important that people feel that they and their teams are being provided with the appropriate resources. Not just so that they can deliver during periods of change and uncertainty, but also once change activities are completed. According to Weiner (2009), if people don't feel supported, they are unlikely to feel positive about or supportive of changes — making it less likely that change activities will be successful. |
|
Belief in change |
For people to fully support transformation and change activities, it is important that they feel that changes are actually going to be beneficial (Weiner, 2009). This means feeling that changes are likely to be positive for the organization as a whole, as well as to themselves on an individual level. It's also important that people feel like changes are beneficial in the medium and long term, and aren't just immediate or quick wins. |
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