Because change is constant, organizations need to drive change through people rather than driving people through change. With the right communication and approaches, your employees can withstand drastic or even small organizational changes without a negative impact on business results. Learn about the need for and process of finding “change architects” to facilitate the organization’s movement through a change initiative, using “broadcasters” to communicate the change with stories and data, and having “coaches” to address the personal resistances of change. Accountability and ownership for change are diffused throughout the organization.
Recommended Change Management Resources
L&D, HR, and Training exist in a complex and rapidly evolving business environment in which they can no longer continue to operate with a fragmented value contribution. In order for L&D to elevate their function across a multitude of ...Read more
Learn More about Change Management with our Top Resources
What goals matter? Who is working on them? How are they connected? Senior executives want to know. Managers want to know. Individual contributors want to know. Yet processes for discovering answers to these questions are disconnected, ...Read more
In this 10 minute interview with Jeff Diana, Chief People Officer at Atlassian, we ask him: What is it about the employees of Atlassian that make them change tolerant? What do you look for in a new hire? What training and support is given once ...Read more
Since the 1950s, business leaders have embraced a variety of management techniques designed to improve employee performance. Peter Drucker introduced Management by Objectives (MBOs), a process during which management and employees ...Read more
In this 8 minute interview with Jane Behrends, Senior Director, Strategy, Change and Communications, Walmart we discover the inherit problems with organizations trying to manage change.
An effective New Employee Orientation (NEO) ensures the engagement, retention and acculturation of new employees. It also serves as a crucial lever to attaining cultural transformation in an organization. If your company has embarked on a culture change or recognizes that the culture (and consequently, the behaviors and attitudes of employees) must change to drive better business results, it is best to focus on employees at the beginning of their tenure, when they are most impressionable. It is during these first days, weeks and months with a new employer that employees decide whether they will be champions of change within the company, become disgruntled and leave, or stay and become toxic by upholding the “old” culture.
Is human resources (HR) the organizational function that must lead when dealing with organizational change?
Or is managing change a fundamental leadership competency that a wide array of people from every function should have or develop? If that’s the case, should HR professionals themselves try to be change agents?
Whether you’re preparing for a merger or acquisition, launching a new strategy, or implementing a new process, HR has a critical role to play. Join Tim Hickey, Exelon’s Director of HR Strategic Services, to hear how Exelon transformed their HR function into strategic business partners, building their capability and aligning their work to the business’ strategy.
In a world that's constantly changing, how can you be sure that you are prepared to adapt quite literally every aspect of how we work in order to connect the workplace with what's really going on in the social age? Listen to the podcast ...Read more