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
Continuous change is the reality in our fast-paced world. Oftentimes, we find ourselves having change fatigue when everything is in a constant state of flux. In addition, it is difficult to gain support for change initiatives and most of them ...Read more
- What are the problems HR leaders and practitioners face with regard to change management and agility?
As major corporate transactions go — the larger and more complex the undertaking, the thornier it can be to navigate. If you've ever been on the front lines (or thick in the weeds, for that matter) of a merger, acquisition, divestiture, dissolution, liquidation or similar pursuit, you're probably all too familiar with the labyrinthine process.
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
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.