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Change Process Communication Plan

Laine Willkom

AET/560

April 10, 2017

Todd Burke
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Change Process Communication Plan

There is purpose to communicating change to employees. Effective and timely

communication can reduce rumors and misinformation and help employees understand the need

for change and how the adjustments impact them and the organization (Cawsey, Deszca, &

Ingols, 2016, p. 219). Appropriately communicated updates and open communication channels

also keep everyone apprised of updates and challenges as the transition process unfolds (Cawsey,

Deszca, & Ingols, 2016, p. 219). Goodwill Industries has encountered a privacy breach, which

has the potential of affecting numerous customers who donate their used goods to Goodwill for

resale. In addition, this security risk impacts the reputation and long-term success of a non-profit

organization devoted to serving others. Immediate action must be taken to thwart further issues,

but the effectiveness of the change largely hinges upon Goodwills ability to transmit why and

how the organization must change.

Goodwill Industries International Inc.

Goodwill Industries International Inc. (2017) is a non-profit organization on a mission to

enhance the dignity and quality of life of individuals and families by strengthening

communities, eliminating barriers to opportunity, and helping people in need reach their full

potential through learning and the power of work. The organizations network of 162

independent locations throughout the United States and Canada offer a variety of services

including career training and placement support, credentialing and degree resources, and

opportunities for individuals to improve their financial situations through work (Goodwill

Industries International Inc., 2017).

Privacy Concerns at Goodwill

Privacy concerns erupted when a long-time Goodwill Industries customer found personal
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documents for sale at one of the organizations Indiana outlet stores (Segall, 2013). Goodwill

allowed the customer to purchase an entire box of bank statements, pay stubs, divorce

paperwork, tax returns, medical and dental records, and insurance documents from the store even

after the customer voiced concerns to a store manager about the type of documents that were for

sale (Segall, 2013). The customer alerted a local news agency and WTHR News investigated,

visiting the retail stores on twenty-eight separate occasions. During twenty-four of those trips,

undercover news agents located and purchased accidentally-donated personal documents (Segall,

2013). The news agency ran the story and took the documentation to the police (Segall, 2013).

These events prompted Goodwill Industries to initiate an internal investigation and identified a

need for changes relating to how the company protects client privacy (Segall, 2013).

Communication Plan Objectives

Like Goodwill Industries current structure, International Business Machines Corporation

(IBM) functioned for many years as separate localized entities. This decentralized strategy

worked well to support clients within each unique country, but when trying to manage global

clients, national IBM subdivisions were not aligned to cooperate with one another to satisfy

customer needs (Spector, 2013, p. 137). Lou Gerstner of IBM decided to initiate change to

streamline processes and improve customer service for clients who businesses crossed national

lines (Spector, 2013, p. 135). The purpose and value of Gerstners restructuring efforts were

legitimate, but national IBM leaders reacted negatively and resisted the changes because the

efforts were not communicated effectively (Spector, 2013, p. 136).

Goodwill Industries wants to ensure that the organization swiftly adopts a course of

action that protects donor privacy, which is paramount to the companys mission and success.

Rather than taking a top-down approach to effecting change, the organization wants to open
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dialogue and share responsibility for diagnosing the problem and suggesting possible solutions to

move forward along one strategic and focused path. Creating a structured approach to

communication will help employees understand the reason behind the transition, open dialogue

regarding the issue and possible solutions, and then continue to solicit feedback and provide

timely updates throughout the process (Spector, 2013, p. 137). The following objectives were

developed to guide the communication process:

Upon articulation of the communication plan, front-line managers will be reminded of

Goodwill Industries mission and vision.

Upon articulation of the communication plan and completion of training, front-line

managers will understand how the procedural changes align to the organizations

mission and vision and to protecting client privacy.

Upon articulation of the communication plan and completion of training, front-line

managers will understand their role and what is expected of them throughout the

change process.

Upon articulation of the communication plan, front-line managers will understand

how the changes will be implemented.

Upon articulation of the communication plan, front-line managers will understand

how the changes impact employees.

Upon completion of the communication plan and completion of training, front-line

managers will understand how they will assist in evaluating the communication plans

effectiveness.

Target Audience

For the purposes of an organizational communication plan, Goodwills structure needs to

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be holistically considered. Goodwill Industries is a network of 162 independent stores

spreading across the United States and Canada (Goodwill Industries International Inc., 2017).

Though each Goodwill satisfies specific criteria to apply for membership and become

accredited through the organization, each location operates in a primarily autonomous

manner (Goodwill Industries International Inc., 2017). Centralizing power in the form of

mandating a major procedural change, even if the change is critical to protecting the privacy

of Goodwill patrons and supporting the values and sustainability of the organization, without

proper communication, the effort may inadvertently provoke employee resistance.

To avoid inciting resistance, which significantly delayed the change process in Lou

Gerstners global restructuring initiative for the technology giant IBM, senior leaders must

first garner support from the front-line management team (Spector, 2013, p. 136). The

communication plan targets all employees, but senior leadership will initially speak with

store managers. Managers will be involved from the onset of the plan acting as quintessential

elements throughout the change process and responsible for disseminating information to

employees within their stores.

During the preliminary communication phase as well as during any planned training

program, managers will also learn about their roles during the transition. Leaders will ask

employee-facing managers to communicate the plan and procedural changes effectively to

employees, collaborate inter-departmentally to support staff and move the change forward,

create a climate of transparency and empowerment, and coach and mentor employees.

Additionally, managers will be asked to participate in monthly teleconference meetings and

check the organizations intranet website weekly for updates pertaining to the change

movement and communicate that information to employees. Managers will also participate in
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the evaluation process to determine effectiveness and any needed interventions.

Procedures for Sharing the Plan

Goodwills communication plan centers around four over-arching goals: to instill the

need for change throughout the organization, enable individuals to comprehend how the changes

will impact them while meeting the needs of the organization, explain any structural and

procedural changes, and to inform and celebrate the progress people are making (Cawsey,

Deszca, & Ingols, 2016, p. 319). Because of Goodwill Industries uniquely-autonomous structure

and because many of the retail store employees do not have access to company email or the

intranet site, multiple communication channels will be employed, including:

Company email

Goodwills intranet site

Conference calls

Formal presentations to leadership

Direct management communication

Mailed letters to introduce the change

Change team communication

Goodwill Email

Using Goodwills company email makes targeting specific groups within the organization

easier. Periodic emails will be sent to leadership and staff with access to email to collaborate

inter-departmentally, solicit feedback and assistance, and provide updates.

Goodwill Intranet

Goodwills intranet is an online forum only available to internal stakeholders. Through an

intranet site created explicitly for the protecting privacy change project, employees can obtain
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general information and a Frequently Asked Questions page. This communication technology

allows employees at any organizational level who have access to the intranet to stay informed

and provide feedback through a feedback link. This communication channel enables upward and

downward communication.

Conference Calls

Because Goodwill Industries stores are spread over a large geographic area, in-person

leadership meetings may not be attainable. Periodic teleconference meetings using a Webex or

Skype technology can be effectively leveraged to provide timely updates to managers,

troubleshoot arisen challenges, and collaborate on solutions and adjustments throughout the

change process. Managers can bring employee questions and feedback to conference calls to

ensure all voices are heard regardless of organizational level or position.

Formal Presentations

Initially, presentations to senior leadership and then to front-line managers may be

necessary to articulate the problem and help leadership visualize the direction the company must

take. These presentations may take place at Goodwill Industries International Inc. in Rockville,

Maryland for those who can attend in person, but the travel expenses involved for 162 retail store

managers would be prohibitive for the non-profit organization (Goodwill Industries International

Inc., 2017). Any formal presentations will also need to be broadcast through a live web

conferencing technology such as Webex or Skype to enable maximum participation. Goodwill

does already subscribe to web-based technologies for quarterly leadership meetings so utilizing

this technology for communication purposes will not be a challenge.

Traditional Mail
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It will take several days for management to meet and discuss the situation, possible

solutions, assemble a change team, and formalize a plan so sending out a letter to build

awareness around the impending change is a necessary step. An initial letter will be sent to all

employees through the United States Postal Service to ensure that the information is

disseminating directly from the organizations leadership to staff in a timely manner. Cost needs

to be considered in this instance because this is type of communication has not been budgeted for

and Goodwill is operating as a lean, non-profit entity. Based on the United States Postal Service

website (2017), a domestic flat rate envelope sent using priority 3-day mail costs approximately

$6.65 and bulk and business rates could apply to reduce the cost for this important letter, which

will expediently reach audience members.

Management Communication

Managers will be vital communication and support resources during the change process.

Front-line managers will bridge the gap between senior leadership and the change team and retail

store staff. Employees will expect to receive important information and updates from their direct

supervisors and training on all updated security procedures will be facilitated by store

management in an on-the-job training environment.

Upon completion of the training, managers will continue to evaluate progress and coach

employees, as appropriate. Coaching and engaging employees is a critical component of the

transition cycle, and front-line supervisors who interact with employees daily are in the best

position to assess morale and knowledge and skills. Appropriate coaching and support will aid in

moving employees from a state of unawareness of the issue, through the need and realities of the

change, and finally, to a state of acceptance and active immersion (The National Council for
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Voluntary Organisations, 2014). Managers will transfer feedback back and forth between their

stores and senior leaders.

Change Team

The change team will be responsible for managing the entire change process, including

communication. The team will be comprised of several store managers and corporate

headquarters leaders whose personalities, skills, and abilities match those needed for an effective

transition (Cawsey, Deszca, & Ingols, 2016, p. 257). As Cawsey, Deszca, and Ingols (2016)

outline in their Change Path Model, which moves from Awakening, to Mobilization, to

Acceleration, and finally to Institutionalization, combining and leveraging the assets of

individuals can be a powerful change and communication tool. The change team will be formed

in the early stages of the process, responsible for coordinating with senior leaders and other

internal stakeholders and for responding to questions and providing updates using the intranet

site and all applicable tools and technologies. Throughout the phases of Mobilization,

Acceleration, and Institutionalization, change agents will continue to periodically reach out to

engage and empower employees and track progress, making and communicating modifications,

as needed (Cawsey, Deszca, & Ingols, 2016, p. 257).

Frequency and Forms of Communication

When a transition occurs, staff members want to know how they will be kept informed

and how frequently to expect updates. Goodwill Industries plans to initiate a communication plan

early in the process and before any changes are implemented and then continue to update

stakeholders throughout the transition to ensure stakeholder buy-in build and is sustained, even

after the changes have taken place. Coordinating multiple, targeted channels ensures that the

message reaches various audiences. An initial email notification containing information about the
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crisis and the reason for change will be sent to all store and regional managers. At the same time,

a letter will be sent out to all employees introducing the arisen problem and call for change.

Sending a letter aids in guaranteeing that even those who do not have company email receive the

communication clearly and directly from the organization.

In the email that will be sent to managers, it will also discuss that the very next morning,

required conference calls will be held to further discuss the issue, potential solutions, and answer

early questions. Managers will be asked to attend periodic teleconference calls, depending on

necessity, to discuss challenges, progress, and address adjustments. Store management will be

responsible for circulating the information to all employees within each store within twenty-four

hours to provide timely information.

The change team will foster upward and downward communication efforts through an

intranet site. Continued updates will be posted, including a Frequently Asked Questions section,

and feedback link so that employees can anonymously share ideas, questions, and feedback with

the change team and leadership.

Before training and implementation of the change, senior leadership and front-line

management will also be asked to attend formal presentations either at corporate headquarters or

through an online modality like Skype. These presentations will happen during the preliminary

or pre-change approval stage to create awareness of the issue and build support for the change

(Cawsey, Deszca, & Ingols, 2016, p. 320).

Evaluation of the Plan

Evaluating the effectiveness of the communication plan can and should be completed

through multiple channels to obtain a comprehensive understanding of how successful

employees believe communication efforts have been implemented. Evaluation techniques will
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include 360 feedback, online surveys, focus groups, intranet usage tracking, and less formal

departmental question and answer sessions.

360 feedback

Online surveys

Focus groups

Intranet Usage Tracking

Departmental question and answer sessions

360 Feedback

360 feedback often takes place during an employees appraisal process to gather

multiple points of view from peers, subordinates, supervisors, and external stakeholders who

provide feedback on how well an employee is doing (Spector, 2013, p. 106). For purposes of

reviewing the success of communication strategies used during the change process, management

and the change team will solicit feedback from all internal stakeholders, regardless of position.

This method demonstrates the organizations desire for openness and improvement and that

Goodwill values the voices and contributions of every person and department (Spector, 2013, p.

106).

Online Surveys

Online surveys can be sent out through an online survey company such as SurveyMonkey

free of charge, or for a $300.00 annual premium, additional survey and data collection features

like skip logic, data exports, reporting, and statistical and text analysis are included

(SurveyMonkey, 2017). For a large organization, like Goodwill Industries, the added features

may prove very useful when gathering and compiling results for so many employees. Survey
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instruments can be effective measurements of employee thoughts and organizational change

impacts because the feedback will be provided anonymously and without fear of reprisal.

To avoid inundating employees with surveys and questions about the changes, the change

team has decided to send out an online survey as the company mobilizes for the change and then

another survey during the implementation phase. The survey incorporates statements and a

question about how employees feel about the change process to establish how effective staff feel

the company has been with communication. The link to the survey will be sent out to employees

in an email, along with an explanation of the reason for the survey. The email should also include

information that all results are completely anonymous. For employees who do not have access to

company email, employees could be asked to voluntarily provide a personal email address to

which the survey can be sent, if they want to participate in the evaluation process.

There will be three statements and one question pertaining to the communication plan,

and response options range from strongly agree to agree to neither agree nor disagree to

disagree to strongly disagree. The survey qualitative statements and question will be:

1. The initial email/letter I received clearly explained why Goodwill needed to

implement changes.

2. I am kept well-informed of the change process by my manager.

3. There are opportunities available to express my feedback to upper-management.

4. How satisfied are you with the amount and quality of communication you have

received about the recent privacy procedural changes?

Focus Groups

Goodwill Industries can utilize focus groups to evaluate the change process and

communication efforts simultaneously. Focus groups are similar to surveys, but they are typically
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in-person and can generate more discussion because once a question is posed, focus group

facilitators can ask follow-up questions to gain further insight (Blank, n.d.). Before a focus group

can take place, planning must occur. The purpose or objectives of the group must be developed,

participants need to be identified and invited, questions need to be generated, and a facilitator

and location need to be confirmed (Blank, n.d.). Focus group questions could be similar to those

issued in the survey to open dialogue.

Blank (n.d.) further asserts that once the focus group session begins, the facilitator needs

to be attentive to the following details to ensure a successful session:

Set the tone to ensure participants feel comfortable expressing ideas

Ensure that all member have opportunities to share

Obtain full, detailed answers

Be cognizant of time and do not exceed time limitations

Keep the discussion on track to be sure that as many of the questions as possible receive

responses

Finally, the facilitator will be responsible for summarizing the meeting, analyzing the

summaries, and writing a report to provide to leadership (Blank, n.d.). The report should include

the purpose of the focus group, session details, results, and conclusions (Blank, n.d.). Leadership,

in partnership with the change team, can then determine if the survey and focus group results

should be shared with additional internal stakeholders or used predominantly for continuous

improvement purposes.

Intranet Usage Tracking

The companys intranet website and Frequently Asked Questions surrounding the change

process can be monitored by Goodwills technology department to identify how many times they
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are accessed. That data can be compiled and reviewed to determine how effective those two

communication tools were in providing information to employees. There is also a feedback link

posted on the intranet site. Not only are questions and comments reviewed and responded to by

the change team, but that feedback can also be categorized and saved to provide leadership with

an understanding of any major issues or questions that need to be further addressed.

Departmental Question and Answer Sessions

Managers will undoubtedly receive questions and feedback from employees, and they are

expected to pass along that information to upper-management. During team meetings and

debriefings, managers can also ask questions about how effective employees feel communication

has been in keeping them informed. This process may be less formal than other strategies but

may be equally effective. Not all employees will have access to or interest in participating in

online surveys or focus groups so asking for feedback in a natural setting may involve employees

that would otherwise not participate in the other techniques.

By gathering and reviewing the data from 360 feedback, surveys, focus groups, intranet

usage, and departmental question and answer sessions, necessary adjustments and improvements

can be made throughout and following the transition.

Conclusion

Implementing change to 162 autonomous stores accustomed to acting independently may

be met with resistance, even if the changes are for the best. Goodwill Industries strongly affirms

that having a structured communication plan will help the organization reduce unproductive

resistance, inform employees, connect leadership and front-line employees, and generate

feedback for continuous improvement.

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References

Blank,G.(n.d.).Conductingafocusgroup.Retrievedfrom

http://www.cse.lehigh.edu/~glennb/mm/FocusGroups.htm

Cawsey,T.F.,Deszca,G.,&Ingols,C.(2016).Organizationalchange:Anactionoriented

toolkit(3rded.).RetrievedfromtheUniversityof

PhoenixeBookCollectiondatabase.

Goodwill Industries International Inc. (2017). About us. Retrieved from

http://www.goodwill.org/about-us/

Segall,B.(2013,November4).GoodwillmakeschangesafterWTHRfindscharityselling

personalinformation.WTHR.Retrievedfromhttp://www.wthr.com/article/goodwill

makeschangesafterwthrfindscharitysellingpersonalinformation

Spector, B. (2013). Implementing organizational change (3rd ed.). Upper Saddle River, NJ:

Pearson Education, Inc.

SurveyMonkey. (2017). SurveyMonkey plans and pricing. Retrieved from

https://www.surveymonkey.com/pricing/?

ut_source=direct_to_pro&ut_source2=lo_home_d&ut_source3=sem-lp-5

The National Council for Voluntary Organisations. (2014). Managing the transition. Retrieved

from https://knowhownonprofit.org/leadership/change/tools/transition

United States Postal Service. (2017). Postage price calculator. Retrieved from

https://postcalc.usps.com/Calculator/MailServices?

country=0&ccode=US&oz=85224&omil=False&dz=54481&dmil=False&mdt=4%2F10

%2F2017&m=20
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