According to the results of surveys, 70% of change efforts are failures.
The consequences are the following: low performance, bad mood, unreached expectations, wasted money, wasted time and fluctuation.


Can’t you do it alone?

– Since 2008 SMEs (Small and Medium-Sized Enterprises) in Hungary have continuously been forced to change direction in order that they can survive. We have already put up with continual re-planning but how can we do this with the minimum possible loss?

It is the HR field where SMEs have substantial margins to still develop if they utilised their existing resources more efficiently – says Judit Simonyi, Managing Partner of Simonyi & Tóth Personnel Consultancy. Of course, the employees of the company should be aligned to reach this. One of the most important conditions of successful change management is conscious personnel who can accept that their tasks are not only to perform their daily routine, but also to develop their knowledge and skills and to change their attitude progressively in the interest of the company. Of course, it is the owner of the company, or the Managing Director, who delegates the tasks and sets the strategy. Nevertheless, the employees should also make a contribution.

- Still, it is said that the main obstacle of re-planning is the instinctive counter resistance of the employees against all changes. What can be done in order to overcome this?

According to the results of surveys, 70% of change efforts are failures. The consequences are the following: low performance, bad mood, unreached expectations, wasted money, wasted time and fluctuation.

- There are various kinds of Change Management training for SMEs. However, I consider primary communication even more important, when we tell the employees why the change is necessary, what the goal is and what steps are necessary to be taken. This way, we can alleviate any change-related fears. The leader of the organisation knows how particular members of the team can be convinced, and in which phase they should be involved. There are also Development Centers where the skills of an existing team/organisation can be assessed. It’s important for the leader to win the support and cooperation of the others.

- Is there a general recipe of how to adapt to changes?

– - No. However the owner, the leader of the organisation is the key person. He/she should recognise the altered circumstances, should have the ability to adapt to them and be open to new ideas. It is also important to know modern leadership theories. The extent of change of the basic tasks and processes depends on the branch of the industry in question, as well as on the circumstances. E.g. in the market of executive search the use of the internet and social media has brought enormous upheaval. Some years ago, the data bank had a much bigger value than today. Each consultant has to find out what the added value is for which the clients are willing to pay.

- In the case of small companies one of the most important aspects is cost management: is it worth paying for skills assessment, crisis management and training? What’s the expected return on investment?

– We should consider that all changes involve a certain set-back on a shorter or longer term. However, this should be minimised. Wasted time and loss of revenue are expenses both for small and big companies. Despite the best intentions, in many cases the owners cannot realise their goals because they do not have the necessary skills, knowledge or have not assessed the situation properly. There are also employees who are not prepared to cooperate fully in the team because they have got tired of adapting to continuous changes. Nevertheless, the market will not operate with the same conditions as before. The onus is always on the owner of a company to adapt and to develop. It is not the increase but the development which really counts.

– kolossa –
Photo: Fényes Gáborback

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Partner of AIMS International in Hungary

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