How can you effectively communicate with airport staff who are resistant to change?

You should emphasize the benefits of the proposed changes and address concerns proactively, as well as encourage open dialogue to foster understanding and collaboration.

It's important to understand the reason behind the hesitation, the industry is full of past "changes" that went away. With the knowledge of the reasons, it becomes easier to ease the worries by showing or explaining how this change will bennifit them, the company or what ever the reason behind the change might be. Perhaps some adjustments are needed based on their expert inputs, another option is to ask for expert input duering the development of the change. Making coworkers, co-owners of new changes is in my experience the best way to make likable changes.

We should always be open to listen the concerns of our Team members. Start appreciating and recognizing the efforts of those staffs. Once the feel appreciated, they will open up and will accept the changes

I agree that effective communication with staff is not always followed properly..In airports which is one of the most known customer service is a key to its success, it is therefor proper communication with staff is more important for them to deal better with customers..This is in line with the belief of the staff are happy eventually the customers will be happier...The best way to do it is to engage them as part of the solution and the propr .ownership is the key...

Being a Flight Ops guy, I have no experience with airport staff. However, communication is paramount within SMS and the same principles apply. Senior management buy in for and change is an absolute. Employees balk at change when they are uniformed and feel like they are not part of the discussion or outcome. Effective communication is key as aviation is an ever evolving industry, especially from a technical aspect.

Back in 2016 we were implementing SAP on South America, and one of the major challenge was Change Management...my advice...talk straight to the people, tell them why the businees need the change, and please be aware event if they show understanding, believe me, they would thing: what is for me. So, first, be sure what is for employees, and then tlak to them. And final advice, start a daily communication on every step of the change in a visible spot. People need and like to be updated on what is going on.

Auch hier finde ich es am wichtigsten, die Vorteile und Mehrwerte mit den Mitarbeiter:innen und Teams gemeinsam zu entwickeln bzw. zu erarbeiten. Best Practice, etc. kann man anschließend darstellen und als Motivation dafür nutzen, dass das Team es genau so gut erarbeitet und entwickelt hat. Daraus entsteht eine noch größere Motivation! In jedem Fall sollte der Grundfehler von vielen Unternehmen, nämlich Präsentationen und Vorträge über "ich zeige Euch jetzt, weshalb Veränderung gut für Dich ist" vermieden werden! Viel hilfreicher ist meiner Ansicht nach die Vorgehensweise nach den "3 M - Mitmachen - Mitgestalten - Mitverantworten". Die Menschen müssen den Sinn verstehen u. Freude am Thema haben. Dann identifizieren sie sich auch damit!

Listen to the employee in question is the first step, that will give you a clear perspective of their thoughts and feeling about certain work situations. Then, with proven facts explain that changes are part of the company's strategy for success.

Decentralising the decision making to senior attendants and counter staff after proper training with case studies will be the first step. This will require an exhaustive brain storming within the organisation. A training program catering to physical availability of senior staff in the field is important. Real time problems which arise needs to be faced by these staff to equip themselves.

Should focus on highlighting the positive outcomes of the proposed changes. Start by clearly outlining how the changes will benefit the staff, the organization, and the customers. Use concrete examples and data whenever possible to illustrate the potential improvements. Consider involving staff members who are open to the changes in sharing their positive experiences or testimonials to demonstrate the benefits firsthand. Use a variety of communication channels, such as presentations, newsletters, and meetings, to ensure that the message reaches everyone and is reinforced consistently. It's crucial to be transparent about the changes, addressing any concerns or doubts openly and honestly.

Collaborating with team members at all levels in the change process is crucial for effective change management. Some methods that work include engaging key stakeholders in: - understanding their pain points - analysing their current and future states - benefits realisation - change impacts to each team - training and support materials - the change process, and - enabling change champions. This can help them feel knowledgeable, connected, more invested in the change and more likely to support it.

Everyone flourishes and achieves their optimum when they are involved and empowered. We constantly communicate everything that is happening in the company, from successes to challenges and involve the team in attaining a collective solution. All our success is down to team involvement and celebrate together as one.

I actually agree with this strategy. Most employees over the period of time in a similar role feel stagnant and monotonous which make them resistant to change, however, involving them in day to day business is a better way to keep them engaged and motivated to adapt to change. This require subtle efforts as compared to a drastic step towards change overnight.

Hier gibt es viele Möglichkeiten! Oft sind es solche Teams nicht gewohnt, an solchen Themen zu arbeiten. Aus diesem Grund vielleicht eine etwas unkonventionelle aber spielerische Form: In Teams wird folgendes Thema erarbeitet: "Was müssen wir in unserer Arbeit alles tun, damit... - Reisende mit unserem FH vollkommen unzufrieden sind und froh sind, wenn sie weiterfliegen können? - neue Standards nicht erfüllen - und ähnliches 2. Reflexion: Was davon machen wir schon alles? 3: Plan: Wie können wir dies korrigieren? In der Regel haben Teams Spaß an dieser Vorgehensweise, es ist eine spielerische Form der Selbstreflexion und zeigt meist nachhaltige Wirkung!

Il est nécessaire de prendre l’avis et faire participer le personnel lorsque des changements sont envisagés . En ayant recours à des séances de design thinking , nous pouvons apporter l’adhésion de tous

Sicherlich sind die einzelnen, allgemein bekannten Belohnungen und Bonis gute Möglichkeiten. Hier vielleicht ein anderer, außergewöhnlicher Ansatz: Gutes tun für die Familien der Flughafen-Mitarbeiter:innen. Merchandising Artikel des Flughafen für die Familie, Flughafen-Event-Einladungen (Besichtigung, Veranstaltungen, Führungen, Flugzeugbesichtigung, etc.). Dies hat eine viel persönlichere (und meistens) nachhaltigere Wirkung und stärkt die Identifikation auch derjenigen, die aufgrund tw. außergewöhnlicher Arbeitszeiten (früh morgens, spät abends, Wochenenden) auf die Liebsten oft verzichten müssen....

Acknowledging and providing incentives for the endeavours and accomplishments of airport personnel who are resistant to change constitutes the fourth stage in proficiently communicating with them regarding the new initiatives. Gratitude for their contributions enhances motivation, self-assurance, and morale. The provision of recognition awards, promotions, or compensation serves as a catalyst for sustained acceptance of change and enhanced performance. This strategic approach strengthens favourable results, cultivating an environment of gratitude and ingenuity among the personnel at the airport.

La reconnaissance et la gratification est le meilleur moyen de récompenser le travail et la qualité du travail . La <méritocratie > donne du sens

1. Identify Key Performance Indicators. 2. Establish Recognition Programs. 3. Provide Tangible Rewards. 4. Offer Non-Monetary Recognition. 5. Seek Feedback. 6. Promote a Culture of Recognition. 7. Communicate Transparently.

Communicating effectively with airport staff resistant to change is to monitor and evaluate the impact of the change on their work processes, results, and satisfaction. This involves collecting and analyzing data through surveys, interviews, observations, or metrics to measure the progress, effectiveness, and efficiency of the change. By doing so, we can identify any gaps, issues, or opportunities for improvement and make adjustments as needed. This monitoring and evaluation process ensures that the change meets its objectives and delivers its intended benefits, leading to a more successful implementation.

This also play an important role in continuous management function. This helps us to identify whether there is a positive change or not, where we can go for more improvement for more success rate.