CHANGING UP CHANGE MANAGEMENT

BY KEVIN KATIGBAK

New understanding of people’s post-COVID needs inform workplace re-entry strategies

Employers are currently exploring how hybrid teams can collaborate across geographies and time zones— synchronously and asynchronously— connected via expanding technology that enables virtual interactions and fosters interpersonal relationships.

This approach responds to employees’ psychological, social and physical needs and can create a more inclusive and equitable way of working by breaking down traditional office hierarchies.

But implementing this new hybrid work environment will not come without challenges.

The office has historically served as the nexus of organizational culture and identity. So, how will people who aren’t always in the physical workplace stay connected to the organization and their colleagues who use the office more frequently? Moreover, how can we make the office more accommodating and productive for people when they are on site? What new behaviours will the physical environment need to support and encourage? When the default no longer requires in-office attendance five days a week, what will motivate workers to show up?

Organizations are now encouraged to develop a change management process based on a new understanding of the post-COVID needs of their people.

THE NEW CHANGE MANAGEMENT PROCESS

An agile change management process engages with, and is responsive to, the individual at all levels of the organization, no matter the sector. It is both structured in its approach to providing clarity and flexible enough to accommodate the needs of a diverse population. It begins with an assessment: understanding the current and pre-pandemic workplace experience, then determining how the future experience will differ. Preparations involve defining the metrics to measure effectiveness, assembling a cross-functional team to support the change and aligning key stakeholders, leaders and sponsors.

The approach is deployed through leaders, managers and champions, and supported by tools and technology to deliver a targeted and personalized change experience. Managers are encouraged to foster open communication and hold regularly scheduled one-on-ones with their teams. For their part, employees are expected to play an active role. They will be trained in utilizing new tools, maintaining productivity and fostering a culture of inclusivity.

A change effort might include a multimodal approach to communication and engagement, recognizing that certain methods of communication are more appropriate for certain messages. High-level directive, concise ideas, bigpicture thinking is the perfect level of detail for a town hall; but this type of communication may not generate dialogue.

To understand specific concerns, personal experiences or to address critics, a one-on-one conversation is the right approach. But it will take more effort and deliver information that may not be applied in a general way. Deeper dive conversations that require multiple opinions to reach a consensus might be best achieved through a focus group.

Whatever the engagement, a consistent and accessible message is key. Communications should reinforce

“An agile change management process engages with, and is responsive to, the individual at all levels of the organization, no matter the sector.”

by understanding the audience and communicating in a way that resonates.

Leadership-led change is critical to adoption, so whatever the approach is to hybrid, it must be followed through by example, at the highest levels of the organization. To empower employees to be mobile, demonstrating that through behaviour is important.

ENGAGING TO UNDERSTAND EMPLOYEE NEEDS

The process recognizes that everyone experienced the pandemic differently, which will inform their perspectives on returning to the office or working elsewhere. To support how people could interact within the new work environment, take the time to understand employees’ needs from the perspective of a hybrid future and recognize that opinions may shift as we progress towards the new normal.

Through listening and dialogue, all organizations can glean how their work operations, office design and technology will need to respond to suit the needs of different team members. Beyond this, a truly engaging effort includes employees in the overall narrative; it sends the message that your employees are valued and they do have “skin in the game”.

For some organizations, the process of asking questions and deep listening may reveal an opportunity to downsize the physical office while adding more ways for employees to collaborate virtually. For others, the size of the office might not be an issue. What’s missing is a choice of work environments within that workspace.

Whatever the solution, it’s only by understanding the individual needs of the post-COVID employee that organizations can make informed decisions about how the new work environment will best suit the needs of their people. | CFM&D

Nearly half (46%) of Canadians working from home are anxious about the threat of the virus if and when they return to the office, according to Workplace Strategies for Mental Health.

What should employers do to address the continuing fear of COVID-19? Director of Collaboration and Strategy Mary Ann Baynton says communication and collaboration are crucial.

1. Acknowledge that returning to the workplace can be stressful for some and exciting for others. Validate the range of emotions that come with this process. 2. Ask employees what specific steps the organization can take to help them adjust and feel safe. 3. Clearly communicate how and when you’ll implement these measures. And ask again if there are anticipated challenges once you’ve done so. 4. Set the expectation that the first few weeks may be draining as everyone adjusts to a new normal.

BY DANIAL HADIZADEH

POWERING UP

Solar technology is a sustainable and untapped revenue stream for Canada’s facilities sector.

There is no debate around the ongoing climate crisis and the need for renewable infrastructure and innovation, not only in Canada, but globally. Extreme power outages brought on by damaging weather events can ultimately be avoided if microgrid solutions are implemented.

The 2021 Texas power crisis that occurred in February is a prime example of the effects a widespread outage can have, when 4.5 million homes and businesses were left without power for a dreadfully long period. At $195 billion in damages this was Texas’ costliest disaster in history, all of which could have been avoided if the appropriate self-sufficient systems were in place.

THE ISSUE AT HAND

For high-rise residential, commercial buildings and large public facilities, energy is the greatest cost. Building owners are spending between $55,000 to $75,000 per month on energy and utilities alone, not including the supplemental costs for each corresponding tenant.

Larger buildings are also heavy emitters due to the energy used to regulate temperature. In Canada, about 82 per cent of greenhouse gas emissions come from energy,

with residential, commercial and industrial buildings accounting for 40 per cent of annual greenhouse gas emissions globally.

TRADITIONAL HURDLES TO MASS ADOPTION

Canadians are too dependent on fossil fuels, not only making this non-renewable resource cheaper to access, but a major culprit of climate change. At the end of 2020, the annual Energy Futures report by The Canada Energy Regulator (CER) stated that though the government is enacting laws to curb emissions, oil and gas could still make up two-thirds of Canada’s energy sources in the next three decades.

Though solar energy has been utilized for some time, adoption has been hampered by poor aesthetics, high price tags and slow production. Even still, solar only accounts for 1.5 per cent of Canada’s energy capacity though there are over 800 solar installers in the country.

OPPORTUNITY AND RESPONSIBILITY

Canada’s recent federal budget promises a climate plan with $17.8 billion in resources, including a transition towards more renewable energy sources in attempts to reach net-zero carbon emissions by 2050. This is a great step forward, but there are proven systems and solutions available in Canada, the government only needs to expedite the process.

For example, the US provides an Investment Tax Credit (ITC) which allows most firms to get 30 per cent of their investment in renewable technology back, an incentive that would only encourage the adoption and installation of more solar technology within the building sector in Canada.

As we continue to understand the sensitivity of climate change, the building sector has an opportunity to play an important role. Canada must rethink how to utilize new

“Solar cladding technology is a critical innovation in helping a structure’s skin become micro power plants.”

and existing building stock to help the country in reaching its ambitious goal to reach net-zero carbon emissions by 2050.

INNOVATION OF BIPV

Solar building-integrated photovoltaic (BIPV) systems are rapidly becoming an economical source to harness renewable energy from the sun. This innovative technology allows architects and facility designers to adhere to a building’s design while supporting the growing demand for developers and municipal governments to make buildings more sustainable.

Photovoltaic materials are incredibly malleable and are able to conform to any design. A plethora of patterns and textures can be replicated on the facing of BIPV, creating the illusion of manmade materials such as cement and porcelain, to natural finishes such as marble and wood. The seamless integration of this technology and freedom of design offers architects, engineers, building owners and investors the opportunity to embrace and profit from solar energy without compromising beauty or costs.

CLIMATE AND REVENUE ADVANTAGE

Solar products provide energy directly to the building, which reduces reliance on electricity from the high-carbon grid. Over 30 years, 10,000 square feet of solar cladding can produce 4,320,000 kWh of energy, offsetting 3,063 metric tonnes of CO2. This equates to powering 15 homes, removing 660 cars off the roads or planting 2,000,000 trees.

Over time, the building owners who have invested in this type of technology system will begin to produce a surplus of energy (based on sunlight access), eventually leading to the opportunity to earn revenue.

A 10,000-square-foot building can generate approximately $850,000 in revenue, which is equivalent to a 350 per cent return on investment. Cladding systems also have a long warranty, with the technology producing 80 per cent of the energy when it was first installed 30 years later.

A GREEN FUTURE

With Canada’s ambitious netzero goal by 2050, the building sector has a responsibility and the opportunity to lead this shift by simply adopting more sustainable solar technology. Suitable for commercial buildings, agricultural facilities and government structures, solar cladding technology is a critical innovation in helping a structure’s skin become micro power plants. There are endless possibilities now and in the future for how we can promote greener cities that will provide clean, green, locally-produced electricity that is better for us, our country and our planet. | CFM&D

Danial Hadizadeh is the CEO of Mitrex, a leading solar technology manufacturer in Canada.