Change is perennial, and often painful. People have to give up what is familiar and engage in the unfamiliar. Change is also not usually a clear-cut process but a messy business involving reformulations and reconsiderations.Mobility is frequently associated with the change process for organisations, and it most certainly requires the acceptance of change by those individuals and their families who are involved in it. The UK’s decision to leave the EU was not expected, but, as Theresa May has frequently stated, “Brexit means Brexit”. While we are not at all clear what Brexit actually does mean, we do know for sure that it means change and it is likely to mean mobility, given the UK public’s emphasis on immigration as a major factor driving the exit vote.The change process starts with the need to realign strategic direction to respond to external pressures or internal requirements. Causes need to be identified and potential actions evaluated. Although we do not yet know what changes will take place with respect to immigration into the UK and the effects on the free movement of labour from the UK to the EU, organisations will need to plan how they will get from their current workforce composition to their preferred and/or required new position.The transition period – between now and when we have greater certainty over the legalities that will affect immigration – is one of the most critical times for managing change. Problems include resistance to change, low stability, loss of momentum, and employee stress as the workforce most likely to be affected by the Brexit decision comes to terms with the likely future consequences.It is, therefore, critical that global mobility and HR professionals play their part in maintaining a positive culture that reinforces engagement, values diversity, and reduces mistrust.

Planning the change process

The first step is to analyse the existing workforce composition, its diversity and culture. Cultural support and reinforcement may be needed to preserve what is good and functional about this.This may be done by reaffirming existing organisational values through discussions and communications, and by putting these values clearly into practice. For example, core values can be used as headings for reviewing individual performance and in the programmes that promote continuous development as part of the talent management strategy.There are no absolute rules on how to manage change, as each situation is likely to be unique. However, Kotter’s change model provides a guideline of the steps usually followed:

• Step One: Create a sense of urgency for the change process
• Step Two: Form powerful coalitions
• Step Three: Create a vision for change
• Step Four: Communicate the vision
• Step Five: Remove obstacles to change
• Step Six: Create short-term wins
• Step Seven: Build on these changes
• Step Eight: Anchor the changes in corporate culture

Involvement in the change process gives people the chance to raise and resolve their concerns and make suggestions about the form of the change and how it should be introduced. People will support what they create, so, to gain commitment, involvement is important, particularly in the early planning stages. The aim is to transfer ownership; the change becomes their change.

Communicating the change

Global mobility professionals can take steps to involve various stakeholders in relocation through careful, structured communications. This will help to identify potential problems and so devise meaningful and appropriate solutions. Communications are also critical to maintain momentum and allay fears. Face-to-face discussions or team briefings are effective communications methods.Resistance to change may be high. Generally people resist change because of the shock of the new, economic fears, inconvenience, uncertainty, and perceived threats to personal relationships, their status and skills, as well as fears concerning lack of competence.Yet not everyone sees change negatively; some welcome the challenges that change provides. These change agents can be used effectively to help to convince others to buy into the change process. That said, it can be easier to change behaviour by changing processes, structure and systems than by changing attitudes. Of course, every effort must be made to protect the interests and respect those affected by change.Sustainable change requires strong leadership, together with an understanding of organisational culture and the levers that can bring about change. All those involved in managing the change process need an appropriate temperament and leadership skills. The working environment must also be conducive to change.Small incremental steps are easier to manage than massive changes. Thus, the change programme needs to be broken down into actionable segments, and accountabilities must be defined for each.Ideally, potential areas of failure should be anticipated. But, particularly within an uncertain landscape, not everything will go 100 per cent to plan. When things do go wrong during the change process, mistakes can be learnt from. Global mobility and HR professionals therefore need to develop personal resilience as part of their strategy to gaining commitment to – and implementing change in – the context of Brexit.

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Relocate’s new Global Mobility Toolkit provides information, practical advice and support for HR, global mobility managers and global teams operating overseas.For information on sponsorship opportunities, call Fiona Murchie, managing editor, on +44 (0)1892 891334, or email toolkit@relocatemagazine.comA range of aligned products and resources will be available from the new Relocate Global e-commerce store, coming later this year.

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