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Is change always for the better?

Research often cited by McKinsey & Company has found that the vast majority (70 per cent) of change management schemes fail to meet their goals. Change doesn’t come easily of course. Humans are creatures of habit so the success of any proposed change will take a great deal of investigation, preparation and communication.

The most common pitfalls are employee resistance and lack of management support. But many aspects of organisational change also impact the workplace. Before planning change, organisations have to understand how these changes impact employees and why it is so common to come up against employer resistance.

Employee experience – a subjective reality

In order to understand the challenges, it is important to see the situation from the point of view of the employee. A study by the American Psychological Association (APA) in 2017 found that 55 per cent of people who said they experienced organisational change at work reported feeling chronic stress, compared with 22 per cent reported by those who weren’t experiencing organisational upheaval. These employees also have less trust in their employers and are more likely to say they will seek employment outside the company in the coming year. Inevitably, this is a result of multiple factors.

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Tim Oldman

Tim Oldman

Leesman
As the founder of Leesman, Tim sought to offer the property market the first truly independent, unified and standardized pre and post occupancy evaluation tool. He started his career in 1991 as a designer in the gritty world of transport design. By 2003, Tim had moved away from the front line of design, having developed a greater interest in the business strategy of workplace. In 2006, he joined Swiss furniture giant Vitra as Director of Workplace Strategy, commissioning several milestone research projects. By 2009 he was working as an independent advisor to several leading global organisations, advising leadership teams on the alignment of their workplace strategies. This led to the exploration and development of new models, tools and theories and ultimately to the founding of Leesman in 2010. The Leesman Index is now the largest independent workplace effectiveness database containing over a quarter of a million employee responses. As CEO, Tim is responsible for the creative and strategic development of the Leesman brand in the UK and internationally, and for exploring the opportunities to develop parallel focused products for the Higher Education and Healthcare markets.