With the right communication and processes, your employees can withstand drastic organizational changes without a negative impact on business results. Learn about the need for and process of hiring change agents, designing training plans, and implementing technology to support change efforts. You can also capitalize on change initiatives and gain a competitive edge by creating special teams to brainstorm development strategies for the future.
The first lesson learned by every new leader, one that should be permanently tattooed onto their gray matter, is that by virtue of occupation they have inherited a simple, high school physics problem - There are more of “them” than there are of you. Repeat, there are more of “them” than there are of you. Translation - You are outnumbered, perhaps vastly by the group of people whom you are expected to lead. You shouldn’t let that rattle you, but neither should you forget it.Read more
Consider this scenario: A major new change is coming to your organization! The executive team approved the change a year ago, a project team has been designing it for several months, and now it's ready to be rolled-out to the organization. You just got a meeting request to create a communications plan to inform the workforce of the changes. Just like that - wham - the ball's in your court!
Sound familiar? So often the Human Resource professionals I work with (at all levels - often including senior management ranks) lament that they are invited to participate on change initiatives late in the game. Typically, they are asked to play roles such as communications and training – long after the major decisions about how the workforce will be impacted have been made by other functional groups. HR is left to deal with the "people details" and left out of the strategy discussions.