“There is nothing so stable as change.” – Bob Dylan

Change is an inevitable part of business. New initiatives, market shifts and technology advancements are just a few factors that demand organizational transformation. While change is a catalyst for growth and progress, it also brings uncertainty, confusion and anxiety, particularly for frontline workers.

Frontline workers are the backbone of any organization, interacting directly with customers, providing essential services and keeping the wheels of the business turning. With low unemployment, productivity costs – let alone the costs of recruiting and replacing those who leave voluntarily – become a critical issue. Front line employee contributions are invaluable, and their buy-in is crucial for successful change implementation. However, frontline workers often have different priorities and perspectives than managers, corporate employees and executives; tailoring your communication strategies and messaging to resonate with this unique and critical internal stakeholder is essential.

Understanding Frontline Worker Motivations

To effectively communicate change to frontline workers, put yourself in their shoes and ask, “What’s in it for me?” Here are some priorities to consider when communicating change to frontline workers:

• Job security: Frontline workers prioritize stability and predictability in their employment. They want to feel confident that their jobs are secure, especially during periods of change. It may seem ironic, but communicating change is an opportunity to deliver a connection to future stability and relevance in the marketplace. A key is not to deliver the benefits solely in terms of how investors benefit, or how the change addresses competition.
• Clear communication: Frontline workers need clear, concise, and consistent communication about changes impacting their work. They want to understand the rationale behind the change, the steps involved and how it will affect their day-to-day responsibilities.This is where the discipline of change management and change communications comes in. Where it’s Prosci or another change management model, communications should fully include a discipline that shows an understanding of organizational readiness, required training, roadblocks and sustained support.
• Recognition and appreciation: Frontline workers often feel undervalued and underappreciated. They want recognition for their hard work and contributions, especially when asked to adapt to new processes or procedures. They need not just to know, but to feel, their work is making a difference – that it matters. When our communications around change acknowledge appreciation and wins along the way, we help the front line feel a sense of belonging. When we ignore these acknowledgements, our front line employees feel less impactful and become less engaged.
• Opportunity for growth: Frontline workers want to feel they have opportunities to develop their skills and advance their careers. They appreciate being involved in the change process and having a say in its implementation. Growth also means more compensation and more benefits that help them grow in providing for themselves and their families. Change communications, wherever possible, should illustrate a connection to this kind of growth, too.

Tailoring Your Message for Frontline Workers

With these motivations in mind, here are some critical strategies for tailoring your communication to frontline workers:

• Focus on the impact of change on their work: Explain how the change will affect their day-to-day tasks and responsibilities. Highlight potential benefits, such as improved efficiency, increased customer satisfaction and especially new growth opportunities for employees – and any related benefits for them personally.
• Provide clear and consistent information: Use simple language and avoid jargon. Break down complex information into manageable chunks and provide multiple channels for communication, such as face-to-face meetings, emails and company intranets. Use a change management methodology to plan, execute, measure and re-tool as needed.
• Address their concerns: Acknowledge and address their concerns about job security, workload, and potential disruptions to their work routines. Provide reassurance and emphasize the support available to them during the transition.Give them opportunities to provide continuous feedback by building always-on feedback loops in your communications.
• Involve them in the process: Give frontline workers opportunities to provide feedback and input on the change process. This will help them feel heard and valued and lead to valuable insights and improvements. And it’s a proven, core pillar of effective change management.
• Recognize and appreciate their efforts: Praise frontline workers for their adaptability and willingness to embrace change. Publicly acknowledge their contributions and provide incentives for those who go above and beyond.

Effective communication is essential for successful change management, and frontline workers deserve special attention. By understanding their motivations and tailoring your message accordingly, you can ensure that frontline workers are engaged, informed, and committed to the change effort. This will increase the likelihood of a successful transition and foster a more positive and productive work environment for all.

Contact Us

Contact Mark Dollins if you’re looking for a communications consultant and expert who can implement change communications strategies at scale for your business, corporation, or organization. We’ve driven change communication strategies for front-line workers at global organizations like Toyota, DuPont, Raytheon and PepsiCo, as well as regional and national organizations moving through the one constant we all know will continue: change.