Change Communication in HR Projects
By Redaktion techport.ai, HR-Beratung · Last updated on
Time tracking was introduced in January. The works council agreement had been negotiated, the system tested, and training conducted. By March, 60 percent of administrative staff tracked their hours, while the rest retrospectively entered what they could remember at month-end. Managers stated they had no time to monitor this. The workforce claimed no one had explained what happened to the data. The works council said they had predicted exactly that.
Technically, the project was a success. Practically, it missed its objective. The difference lies in communication: who learns what when, who was consulted, who answers questions, and whether anyone monitors after go-live.
How you can tell
- Communication begins with the announcement of the go-live. Prior to that, the project was confidential.
- Managers cannot answer their teams' questions because they received the same information.
- The training was a system training. No one explained why the process was changing.
- Objections from departments are considered resistance, not feedback.
- After go-live, the project team is disbanded. Usage figures are not available.
Why this happens
HR projects are planned as system projects, with milestones for technology and contracts. Communication is a work package at the end, and involvement is a risk to the timeline. However, a lack of involvement ultimately costs more time than any coordination round, because conceptual problems only become visible after go-live, when they are expensive.
Our Approach
- Identify Affected Parties and Questions. Who is affected by the change, what specifically changes for each group, and what questions and concerns will they have. This forms the basis for a communication plan by group and timeframe, rather than a single announcement for everyone.
- Involve Before Decisions Are Made. Representatives of affected groups collaborate on the concept, in tests, and pilot areas. Their objections improve the concept and turn them into advocates.
- Managers First. Managers receive information earlier and more comprehensively, get answers to their teams' questions, and a clear mandate on what they should do. A manager who can explain is worth more than any intranet campaign.
- Measure Usage and Adjust. After go-live, it is measured who is using the new system and who is not, by department, with follow-up questions about the reasons. The project concludes when usage is established, not at go-live.
What you gain from this
- The new approach is adopted, generating the returns that justified the investment.
- Resistance becomes visible early, improving the concept instead of blocking it after the Go-live.
- Managers become agents of change rather than those affected by it.
From our projects
When we measure utilisation 90 days after a Go-live, it is often significantly below what the project team had anticipated for projects without planned communication and involvement. The areas with the highest utilisation are almost always those that were involved in the pilot. And the most effective measure we know is unspectacular: managers receive the information a week before their teams, along with a list of expected questions.
Good to know
The co-determination rights of the works council (Betriebsrat) are part of stakeholder involvement, but do not replace it. A works agreement (Betriebsvereinbarung) regulates the legal situation, not acceptance. Conversely, a works council that has been involved early and supports the concept is the most effective communication channel to the workforce that a project can have.
Frequently asked questions
How much communication is too much
There is rarely too much, but often too much at once and at the wrong time. A plan with short messages over several months works better than a large event at Go-live.
What if management does not visibly support the project
Then it will be perceived by the workforce as an HR project and treated accordingly. Visible management support is the single most important measure. Before the project starts, we clarify what this looks like and when it will take place.
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Further reading
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