Comment faites-vous participer les employés aux initiatives et aux décisions de développement organisationnel?

While you are assessing the situation and involving your employees, it would helpful to know what has worked in the past and what has not worked. It would also help to get all levels to point out any key issues from different perspectives.

My first piece of advice is to not overlook junior to mid-level staff. Their perspective will greatly contribute to your current status analysis. You should not forget to provide proper environment for those workers. If they think that their opinions will harm themselves in the future, they won't share any valuable insight. Gap analysis will be damaged then.

Simple - Employees will always ask directly or indirectly - "WIIFM", means "What's In It For Me," WIIFM encapsulates a fundamental aspect of human nature— the innate inclination to assess personal benefits before committing to an action or decision. Whether in the realms of business, marketing, or interpersonal relationships, understanding and addressing the WIIFM factor is crucial for effective communication and engagement in organizational development initiatives and decisions.

Successful organizational initiatives start at the top - creating the environment that encourages and supports ideas and team discussions across all levels of the organization. This way, employees will feel a sense of ownership and realize that their input can lead to real change. Team leaders have the opportunity to utilize the engagement process as a tool to mentor and coach emerging leaders. By acknowledging and leveraging their strengths and expertise, employees can gain valuable insights and opportunities for career development, while the organization can build a strong pipeline of future leaders.

Involving your employees when defining the vision and goals for your OD initiative can include feedback and input options such as conducting inclusive workshops or brainstorming sessions to gather diverse perspectives. This can ensure goals reflect collective aspirations while strengthening employee commitments to objectives. Be mindful of what your culture is, what you want it to be, how people show up, and how you want to show up. Striving to align decision-making with the organizational values and culture can foster a sense of shared purpose and increase successful implementations.

It is important to differentiate a vision from a goal at this point. While the vision is more of a statement of the dream we envision as an organization, Goal is a measure that the dream is achieved. Most often, a OD intervention fails when the vision is thrust down the throat of the employees who are eventually affected by the intervention. Rather, a good OD intervention's vision is born out of an employees thought as to what they think they want and how to reach where they want to. Make the process of creating the vision more cooperative. Let the employees not just buy in your vision but rather be the ones creating it.

Great post by Matthew Lampe, especially the part to "ensure goals reflect collective aspirations". When workers have a say in the direction being set, it increases their engagement and commitment. This is the cornerstone of the Hoshin Kanri approach, but it's easier said than done. Driving decision-making as low in the organization as possible, where the expertise is, enhances buy-in and synergy towards goals. Leaders should be aware that they have perspective that their team doesn't have, and their team has important perspective that leaders don't have.

Making sure this is not a top-down command control decision and involving your people at all levels to assess first where you are and also make them part of your vision and goals are crucial steps. People should feel safe enough to voice all their concerns and ideas. They would want to see the follow thru and the alignment with the already existing Purpose/values/vision of the company.

Be aware of the "change overload". When designing the intervention we must take into account the amount of information and "changes" that teams are already doing.

Responding the Catalina below - absolutely. Cooperation is inversely related to stress; higher stress promotes more fragmentation. Lower stress allows for the building of cooperation. Building organizational performance requires time, and over rushing it will result in increased stress, fragmentation, and failure (with the exception of turnaround situations) And, as I often forget, part of the plan of change should include stuff to STOP doing.

Impliquer ses collaboratrices/collaborateurs est essentiel. Cependant, cela n'est pas forcément aussi simple. En effet, il est préférable avant d'initier un changement de savoir si vous avez des chances d'être suivi par ceux qui vous entourent. Un changement décrété mais mal vécu ne peut porter ses fruits et être à 100 % efficace. Il pourrait être opportun, avant de lancer les opérations, de faire une carte des partenaires afin de savoir qui vous suivra spontanément, qui hésite (les nini) et qui est à 100 % pour "ne pas y aller" (les réfractaires). Travaillez au plus vite avec les nini si vous voulez réussir.

Don't try to do everything at once. Pilot tests are great. Get feedback along the way and be prepared to revise (and revise again) BEFORE the full-scale roll-out. Leverage those relationships with stakeholders you talked with at the outset. If you have created an atmosphere of trust and psychological safety, they will tell you how people really view the intervention. Do not ignore the feedback you receive - it is a gift!

Ensure employees understand what is happening and why it is happening. The vision needs to be from the perspective of the individual contributors (employees). What are the benefits to them? Why does it matter to them? Share what is happening through a variety of communication channels - focus groups, 1:1s, town hall/all hands meetings, newsletters, internal site, etc. We can get employees engaged also through having them provide feedback, get involved in pilot testing, etc.

Involving employees in organizational development initiatives and decisions also means informing them of progress and results. Regularly tracking, measuring, and sharing the progress of your initiatives can help employees understand the impact of their contributions and maintain their motivation to stay involved. Moreover, celebrating successes and recognizing individual and team efforts can foster a sense of accomplishment and pride in the organization, further reinforcing employees' commitment to the organization's development.

Communication along with creating cohorts that employees only champion the cause not just gives involvement also helps build credibility n continual agility Employees cross functional championing the projects and then taking lead for communication n closure is the key

An honest, open & transparent feedback system should be set up. A human resource function to drive the intervention maybe critical. This function will be open, free from harassment and backlash from the management/leadership and encourage open interactions on changes sort and feedback provided by all employees. Employees must have a sense of freedom of expression for this function to be utilized. Finally learning sessions on intervention and how it improves organizational operations with possibly performance improvement and acknowledgement be shared for staff appreciate and continue making inputs into the system.

La mejor manera es: - Dando el contexto y metodología. - Incluirlos en el diseño desde la ideación de la iniciativa. - Definir con el equipo el grupo piloto donde realiza la validación - Definir métricas claras tanto del avance como de la efectividad de lo que se ha diseñado.

In my experience OD interventions benefit from being tested as a culture change project which considers: What value will this change release? What objections can we anticipate? What consultation methods Will provide the most effective feedback Who do we need to engage to gain buy-in from the wider workforce? What channels of communication will we employ? Question whether we are truly open to feedback or have we already decided? The difference lies in whether we ‘inform’ or communicate with the wider workforce.

A goal of any change project should be to build the skills and dynamics for the next successful change project. As part of the post-project evaluation, assess the dynamics of the team. For example, identify activities and behaviors that contributed positively to the outcomes, and those that were ineffective. What types of individual and team performances/behaviors and communications were effective and which were not? Research suggests that a detailed evaluation of team and individual processes, behaviors, activities, etc., results in repeated constructive performances in the next project, and the unconstructive ones are less likely to reoccur. When this type of post-process is not done, little learning appears to carry over.

La celebración oportuna de una victoria, precede a la chispa de motivación individual para seguir por el buen camino. La satisfacción por el logro de los objetivos, es un asunto muy personal, es por ello que la celebración debe ser capaz de reconocer el aporte de cada uno y del equipo a la consecución del objetivo; así mismo reconocer en igual medida a cada integrante del equipo. Pienso que un atributo diferenciador de una celebración es validar previamente con los miembros del equipo: ¿cómo quisieran ser reconocidos cuando se logren las metas?, y dentro de las opciones manejar un abanico de alternativas viables.

Celebrating success can be more complex than it seems. The answer to the question, when was the last time you personally celebrated your own success, can give you a hint about the issue. After the successful completion of a project, team outings or incentives are common. Unfortunately, this celebration may turn into another obligation to be fulfilled, and incentives pronounced before the project as another objective may become bribes. It's essential to share stories and share the joy with sincere and personal praises after these accomplishments. Please also consider celebrating your own part in any achievement. By infusing celebrations with genuine appreciation, they become more than just tasks to complete.

Always look at decisions reached or changes executed as a work in progress instead of looking at them as set in stone. Things change too fast and where we reach and where we want to go changes fast. The whole mechanism of change described here needs to be flexible enough to weather any storm. It cannot be a rigid process.

While this article focuses on what to do once an OD initiative is in motion, my recommendation would be to not wait until something is in motion to engage with your employees. While it may seem obvious, it’s often overlooked. The burnout data is clear on how thin employees are running already. Coming to them only when you need something from them adds heavy burden to an already burdensome load. Consider finding ways to stay regularly engaged with your employees. Not only will this help you stay ahead of the gaps but also allows employees to be a key contributor to the priorities. People are far more likely to engage and participate if they feel the initiative is the result of their contributions.

In my experience, any change adoption by an organization at enterprise or local team level is enabled and enhanced by employee engagement, not simply upfront in the assessment phase but throughout. A strong communication strategy is vital and brings people along in the process. Employee participation should be simple and meaningful so that employees feel like contributors and heard throughout. Look for ways to make that happen at every stage. Engaged employees are what will get you through the inevitable implementation hiccups and accelerate learning and deliverables.

Three important things that come to mind: 1) gaining a greater understanding of past efforts 2) ensuring there is advocacy and support from senior executives, and 3) including employees on the brainstorming and decision-making, to foster greater buy-in and engagement

Involving employees in OD initiatives&decisions is crucial for fostering a sense of ownership, engagement,& commitment. Establish open comm channels to gather employees' insights & feedback. Actively seek input from diverse levels and departments, ensuring a representative sample of perspectives. Encourage participation in cross-functional teams or task forces dedicated to specific OD projects, where employees can contribute their expertise. Acknowledge and recognize employees' contributions, reinforcing the value of their input in shaping the organization's future. By creating a culture of inclusivity and involvement, organizations can harness the collective intelligence and creativity of their workforce to drive successful OD initiatives.