By: Colleen J. McManus, SPHR
State Bar of Arizona

The State Bar of Arizona recently purchased a building and relocated its offices. There were many things we did to successfully help our employees manage this change. Some key points emerged that can certainly apply to other types of organizational change.

What's the Goal?
We let employees know right up front that our lease was expiring and our board was debating the merits of purchasing rather than renting. When the decision was made to purchase a building, we informed them that a building committee had been established for this purpose.

Generate Involvement
We invited staff to participate from the beginning, including serving as members of the building committee. We also surveyed employees during this process. They completed surveys and were asked to provide input on items such as workspace design, storage needs, employee break areas, restrooms, security, and parking. While it created extra work for management to address the many requests we received, this process created real ownership among our employees and fostered a higher level of trust between management and staff.

Share the Work
We developed staff teams to focus on various aspects of our transition. One team addressed the design and layout of workstations. Another gathered information on amenities in the new neighborhood. They published a list of nearby restaurants and other businesses of interest to our employees on our Intranet. The HR team wrote letters to each of these businesses, informed them that our 100 employees had just moved into the area, and invited them to donate a gift certificate or other item to introduce our employees to their business.

The committee established to work on employee break spaces did a great job. They ensured that appliances and furniture were installed in break rooms before we moved in. The weekend of the move, they provided volunteers with complimentary beverages and snacks. So, in the midst of chaos, our employees had a nice place to take a break and have something to eat. Our security committee identified and worked to address security needs, and we had a security system and security guard in place from day one in the new building.

These committees gave employees a way to participate in a meaningful way, and also did much of the legwork that management might have otherwise done.

Communication is Key
During such a transition, information and details constantly change. It was challenging to keep everyone current. We formed another group of key people, including: IT staff; the telecommunications manager; the office administrator; the records manager; the communications director; the HR director; and others. In the last weeks before the move, this group met daily to share information. This information was conveyed to staff in daily email messages under the theme "Homeward Bound". These messages kept staff apprised of rapidly changing information and helped all to be better prepared for the move and know what to expect.

Don't Forget the TLC
The HR team prepared first-day survivor kits for staff. These kits contained office supplies, an updated phone list and floor plan, and a stress ball. So, even if staff couldn't remember what box to open first, we provided them with a few tools to help them get through their first day. We met with every employee to provide the kits and ensure that each felt welcomed! We also catered in lunch, a small gesture that was very much appreciated by people working hard to get unpacked and settled.

Have a Process to Address Concerns
Of course, no move or other large change is without its share of bumps in the road. We have areas in which workstations need to be modified, storage cabinets installed, etc. We also have additional requests from staff now that they've worked in the new space. We implemented an online project request system. Our employees enter their request into this electronic helpdesk, and projects can quickly be prioritized, tracked, and addressed. We have also continued to provide staff with informational email updates, although these are not daily anymore.

In Conclusion
We learned that by involving our employees, giving them a voice and a meaningful opportunity to participate, listening to them and using their expertise, and working sincerely to address their questions and concerns, we were much more effective in managing change.

Colleen McManus is the Senior Director of Human Resources for the State Bar of Arizona. She is certified as a Senior Professional in Human Resources, SPHR and is a member of the Society of Human Resource Management and the National Association of Bar Executives.