In addition to identifying trends through our daily interactions with companies and job seekers, we conduct extensive research on hiring and employment issues. Read about our latest research, including results from our ongoing surveys of CFOs, CIOs, lawyers, advertising and marketing executives, human resources managers, senior managers and workers.
MENLO PARK, Calif., Jan. 21, 2015 /PRNewswire/ -- Change may be constant, but it doesn't mean it's easy. Less than half (45 percent) of creative professionals surveyed by The Creative Group and AIGA said changes within their organizations are considered carefully. Moreover, 53 percent felt employees aren't sufficiently involved in implementing change.
When it comes to the types of change most apt to cause consternation among creative teams, adapting to new internal processes and procedures topped the list, according to 51 percent of respondents. This was followed by staff changes (48 percent) and new business directions (37 percent). Only half (51 percent) of creative professionals said they receive adequate training and information to keep up with changes in their industry.
The research is part of Creative Team of the Future, a joint project between The Creative Group and AIGA that explores key trends shaping the creative profession. It includes a survey of more than 750 creative professionals and offers additional insights from leaders in the creative industry.
View an infographic of the survey results.
"Change in the workplace almost always results in an initial dip in productivity and morale as people adapt," said Diane Domeyer, executive director of The Creative Group. "Managers can ease the process by communicating openly and often, and setting appropriate expectations during the transition. Pressure to see immediate improvements can backfire."
The Creative Group outlines five of the biggest mistakes managers make when implementing change and tips for avoiding them:
- Keeping employees in the dark. Springing sudden changes on staff can instill fear, anger, resentment or all three. Involve team members as soon as new business goals are set, and give them an opportunity to discuss changes and brainstorm strategies for handling them.
- Failing to delegate. Managers should avoid shouldering the entire burden. Instead, let staff share ownership and responsibility for the transition. They, in turn, will feel more in control.
- Turning a cold shoulder. Be sure to take employees' emotions and concerns into account when rolling out changes. Bad feelings can lead to low morale.
- Being too headstrong. It's important to remain firm in your goals and ensure that changes are properly implemented, but be sure to remain flexible. If you experience bumps in the road, you can change course without friction.
- Expressing doubt. Changes affect everyone in the organization. Demonstrate enthusiasm, if not for the changes themselves, then for the employees implementing them. This will motivate everyone to stay focused and upbeat.
About The Creative Group
The Creative Group (TCG) specializes in placing a range of highly skilled interactive, design, marketing, advertising and public relations professionals with a variety of firms on a project and full-time basis. More information, including online job-hunting services, candidate portfolios and TCG's blog, can be found at creativegroup.com.
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SOURCE The Creative Group