Personas in crisis and change management

People are programmed to prefer consistency. Familiar and familiar things convey a sense of security. Our instinctive behavior towards change is based on our evolutionary experiences and is often characterized by blockades, retreat or counterattack. In companies, the worst-case scenario is a refusal or duplication of work if the workforce uses the old and new systems side by side. In such a constellation, even the best change cannot bear fruit.

In this context, communication plays a key role in times of change or crisis: It should be respectful rather than condescending, and transparent—without a “hidden agenda.” Above all, however, it must take place in the first place. And it must engage everyone. This is complex because each person’s situation is different, and therefore a single message can only work to a limited extent for everyone. A much better approach: change narratives tailored to different target groups that meet each group exactly where they are and make clear why the change is necessary and what positive benefits it brings.
In the context of change for progress or during a crisis, change management must use communication with the workforce to clearly answer questions that perhaps no one dares to ask openly: “What does this change mean for me personally?”, “Is my job still secure?”, “Am I sufficiently trained?”, “Who will be my future points of contact?”, “What exactly is expected of me?” These and similar thoughts preoccupy all stakeholders and can be accompanied by fears, resistance, and resignation—but also by euphoria, motivation, and a drive to act: The change could call my skills into question. It could force me to adopt unfamiliar processes. It could lead to more work—or: The change could give my career a boost. It could put my knowledge in the right light. It could make my work easier, giving me the capacity to grow. Successful communication in change management answers all these questions satisfactorily and in a way that is clear, understandable, and transparent to everyone. If information, motivation, and integration of all stakeholders are lacking, insufficient, non-transparent, or ineffective, the change process will fail.
Since change situations are emotionally charged, information about them must be conveyed consistently and in a way that is easy to understand. Holistic and sensitive change communication is of great importance. For stakeholders to be motivated to embrace the change, they must know why it is needed, who is affected by it and how, and what will change—or, hopefully, improve—as a result. This information cannot be “sprinkled” indiscriminately across the company; rather, it works only when tailored to specific target groups.

Personas in change management

This is where personas come into play, in this case employee personas. They do not represent customers or candidates, but different stakeholder groups that require different approaches and channels. Employee personas fulfill a variety of functions that facilitate the change process and promote its acceptance:

1. Companies/organizations can use employee personas to gain a deeper understanding of the needs, motivations and challenges of their employees. This makes it possible to develop targeted measures that are tailored to the needs of the various employee groups and prevent misunderstandings.
2. Personas are not real employees, but they represent each group based on real data and reflect their real needs and pain points. Based on this, companies can develop targeted support measures for each group to support their workforce during crises or change processes. This can include training, psychological support, flexible working hours, or other forms of support.
3. Employee personas can help companies to identify key players within the workforce who could play an important role in managing crises or changes. This allows companies to take targeted measures to involve them and gain their support.
4. If you know the different needs and working styles of the various stakeholders, you can adapt work processes and structures accordingly. This ensures efficient collaboration and performance during a crisis or change process.
5. Engaging with employee personas enables leaders, change managers and other key stakeholders to put themselves in the shoes of employees and better understand their perspectives. This promotes empathy and helps to view change from the employees' perspective, which in turn can improve acceptance and willingness to work together.
6. Employee personas also make it possible to determine exactly which employee groups are most affected by the change and therefore require special attention and support. This makes it easier to prioritize resources and measures during the change process.

Employee personas support companies in crises or change processes in mastering them in a tailored and effective manner and addressing the needs and challenges of all employee groups. If this is successful, everyone feels involved and the fear of the unknown or uncomfortable is reduced to a minimum.