Why a Human-centered Approach?

Connection is everything.

Inspiration and buy-in are emotional constructs that can’t be governed by data, metrics, and technology.

Artificial Intelligence (AI). Data. Metrics. ERPs. Software. Cybersecurity. Today’s work environments embody most, if not all, of these elements. They are sometimes referred to as the “hard” elements of work places – impersonal technology-driven solutions. But what about the emotional experiences of employees?

Employees are the vehicle through which transformation projects achieve their success, yet many employees get lost in the constant sea of change. Scaled change management and effective leadership are critical to preparing and engaging employees during times of transformation or major organizational and workforce shifts.

A human-centered approach to change management adheres to the basic tenets of design thinking.

1.     Empathize – observe, engage, and develop a deeper personal understanding of what employees are experiencing. This can be done through focus groups, surveys, or one-on-one interviews—and in collaboration with development teams during the creation of user stories.

2.     Define – analyze the findings from stage 1 (empathize). Define the barriers or hurdles employees face and which groups are most impacted, while also developing the underlying change story to offer inspiration and a sense of purpose for the employees going through the change.

3.     Ideate – create a strategy to provide support, upskilling or training solutions, leadership engagement, communications, and if applicable, form champion or super user groups based on the analysis from stage 1.

4.     Prototype – roll out communications, leadership engagement activities, and training that is customized for identified employee groups. Utilize continuous feedback loops to pivot and revise as needed.

5.     Testing – Measure the success of the strategy. Refine and develop additional support or training materials, as needed, collaborating directly with people managers who need support for groups that haven’t fully adopted the change.

At every point, with a human-centered approach, the employees are consulted, supported, and a valued part of the transformation.

Human-centered leadership is also at the heart of every successful transformation. Employees are hungry for inspiration, a sense of purpose, and belonging. They want to know that what they do matters. This is only magnified when a change occurs. Employees need to hear from their leaders WHY the change is happening, in what context the change is happening, and how the transformation aligns with the greater goals or mission of an organization. They need a reason to take part in the change and to feel a part of the greater effort.

Hubert Joly, Former Best Buy CEO and Harvard Business School lecturer says it best: “If you can create this environment where there’s connection of purpose and people can be themselves, then magic happens.”