To get employees on board during integration into a new organization, equip managers with information on the integration steps and ask them to discuss it with their staff/team. This is typically a very effective way to build awareness, depending on the organization’s culture. We prepare FAQs, Talking Points, and Timeline Overview tools to assist these core leaders.
There’s one communication, however, that you’ll want to send directly to all staff levels, without relying solely on mangers. It’s an initial “what’s changing, what’s not” roll-up communication from an executive leader that previews what happens during the integration.
Due to the structure of teams working on the integration, the tendency is to generate one memo from HR and one from Information Services (a.k.a. “IT”) explaining the changes and when they will occur. Resist the temptation to produce separate “welcomes” and combine them. An employee cares about what changes, both personally (for them and their family) and within their immediate work environment, not what department is sponsoring the change. Certain employees also will be looped into other arenas that change, such as supply chain or finance.
Another tool is an “at a glance” overview of milestones and dates (via a checklist or other vehicle) for quick reference by managers and staff. Here’s an example – part of a checklist from a recent integration I anchored.
This series of blog posts explains what worked well (or didn’t) during the integration of about 2,000 clinicians, support staff and affiliated physician, at a prestigious hospital that became a part of our 33 hospital, 5-state health care system.