An innovative approach to large-scale organisation change
• Understanding resistance to change and strategies for overcoming it
• Taking a socially responsible approach to downsizing
The document advertises an upcoming Indian HR Convention in 2010 that will focus on determining solutions for challenging times and changing expectations in human resources. It will feature presentations and panel discussions from HR professionals on realigning HR strategies to meet business targets. The event aims to provide networking opportunities and a chance to learn best practices for managing people during turbulent economic times. The agenda outlines sessions on talent development, aligning HR with organizational objectives, and developing future leaders. The registration form provides details on fees and sponsorship opportunities for the conference.
Loyalty is one of the most important factor in the employee retention and and customer satisfaction.
A loyal employee develop loyal customers and loyal customers means better sales and profitability.
The document discusses strategies for HR to address the "Great Resignation" phenomenon and improve employee retention. It explains that the pandemic led many employees to reconsider their jobs and priorities like safety. As a result, resignation rates increased sharply. To stem attrition, the document recommends that companies focus on strengthening workplace culture and connections between employees. It also suggests investing in employees' well-being, offering flexibility, enhancing the organization's mission, rewarding loyalty, providing appreciation and growth opportunities to boost retention.
Toobler Technologies Ltd. outlines three of its best HR practices: 1) an employee referral program that encourages referrals with benefits like higher quality candidates and retention; 2) a bereavement leave policy allowing up to three days off for immediate family deaths; and 3) an open door policy where managers are accessible to employees to share suggestions and concerns openly and build trust. The document provides details on how each practice is implemented at Toobler and the benefits they aim to provide employees.
Emergence of mental health as a threat to business profitabilityDamien Foo
Employee mental health guide for HR professionals. If your employee engagement program does not address mental health, it's time you found one that does.
This document discusses the benefits of employing senior executives on a part-time basis rather than full-time, especially for small and medium sized businesses. It begins by outlining some of the common reasons businesses employ full-time executives, such as tradition and concerns about loyalty, but argues these concerns are often unfounded. It then explores the circumstances when part-time executives could be appropriate, such as periods of growth, businesses with 25-250 employees, or those needing expertise in areas like sales, HR compliance, or new board functions. The document advocates that part-time strategies allow businesses to engage higher quality executives at a lower cost and better match resources to changing needs.
The document discusses implementing a print management service program to reduce costs through document management. It defines print management as systematically increasing productivity and minimizing errors in information capture, transmission and recovery. This involves work flow analysis, graphic design techniques, administration control, standardization, and ensuring adequacy of records and printed material. A true print management program covers many business process aspects and helps maximize return. The document emphasizes analyzing documents/forms to determine how they are used, and designing them based on the analysis to increase productivity and reduce errors. Effective document management and control is presented as a way to impact a company's bottom line.
The Reality of the Employee ExperienceiQmetrixCorp
As a complement to our ‘Reality of the Customer Experience’ session, we take a similar behind-the-scenes look at what’s happening in your stores – from the employee perspective. As sales were happening, our reps were there: shadowing, watching and asking lots of questions. Why aren’t certain employees offering handset insurance or phone trade-in? What information do employees still need and want? Are they pushing certain products over others and if so, why? On the flip side, what are the outstanding sales reps doing? We’ve interviewed them and asked them what motivates them and what sales techniques work best. At the end of the day, employees’ success is your success. This session will take you to the core of their success.
The document advertises an upcoming Indian HR Convention in 2010 that will focus on determining solutions for challenging times and changing expectations in human resources. It will feature presentations and panel discussions from HR professionals on realigning HR strategies to meet business targets. The event aims to provide networking opportunities and a chance to learn best practices for managing people during turbulent economic times. The agenda outlines sessions on talent development, aligning HR with organizational objectives, and developing future leaders. The registration form provides details on fees and sponsorship opportunities for the conference.
Loyalty is one of the most important factor in the employee retention and and customer satisfaction.
A loyal employee develop loyal customers and loyal customers means better sales and profitability.
The document discusses strategies for HR to address the "Great Resignation" phenomenon and improve employee retention. It explains that the pandemic led many employees to reconsider their jobs and priorities like safety. As a result, resignation rates increased sharply. To stem attrition, the document recommends that companies focus on strengthening workplace culture and connections between employees. It also suggests investing in employees' well-being, offering flexibility, enhancing the organization's mission, rewarding loyalty, providing appreciation and growth opportunities to boost retention.
Toobler Technologies Ltd. outlines three of its best HR practices: 1) an employee referral program that encourages referrals with benefits like higher quality candidates and retention; 2) a bereavement leave policy allowing up to three days off for immediate family deaths; and 3) an open door policy where managers are accessible to employees to share suggestions and concerns openly and build trust. The document provides details on how each practice is implemented at Toobler and the benefits they aim to provide employees.
Emergence of mental health as a threat to business profitabilityDamien Foo
Employee mental health guide for HR professionals. If your employee engagement program does not address mental health, it's time you found one that does.
This document discusses the benefits of employing senior executives on a part-time basis rather than full-time, especially for small and medium sized businesses. It begins by outlining some of the common reasons businesses employ full-time executives, such as tradition and concerns about loyalty, but argues these concerns are often unfounded. It then explores the circumstances when part-time executives could be appropriate, such as periods of growth, businesses with 25-250 employees, or those needing expertise in areas like sales, HR compliance, or new board functions. The document advocates that part-time strategies allow businesses to engage higher quality executives at a lower cost and better match resources to changing needs.
The document discusses implementing a print management service program to reduce costs through document management. It defines print management as systematically increasing productivity and minimizing errors in information capture, transmission and recovery. This involves work flow analysis, graphic design techniques, administration control, standardization, and ensuring adequacy of records and printed material. A true print management program covers many business process aspects and helps maximize return. The document emphasizes analyzing documents/forms to determine how they are used, and designing them based on the analysis to increase productivity and reduce errors. Effective document management and control is presented as a way to impact a company's bottom line.
The Reality of the Employee ExperienceiQmetrixCorp
As a complement to our ‘Reality of the Customer Experience’ session, we take a similar behind-the-scenes look at what’s happening in your stores – from the employee perspective. As sales were happening, our reps were there: shadowing, watching and asking lots of questions. Why aren’t certain employees offering handset insurance or phone trade-in? What information do employees still need and want? Are they pushing certain products over others and if so, why? On the flip side, what are the outstanding sales reps doing? We’ve interviewed them and asked them what motivates them and what sales techniques work best. At the end of the day, employees’ success is your success. This session will take you to the core of their success.
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. In other words, about one in eight workers -- roughly 180 million employees in the countries studied -- are psychologically committed to their jobs and likely to be making positive contributions to their organizations.
Business leaders worldwide must raise the bar on employee engagement. Increasing workplace engagement is vital to achieving sustainable growth for companies, communities, and countries.
Employee loyalty brings customer loyalty when your people are respected and their collective intelligence is harnessed to deliver customer value. Yet, across the globe, poor employee engagement statistics highlight a significant and urgent profit leakage. Traditional top down approaches are the culprit.
Could I perhaps interest you in a conversation about how Bluprints’ innovative model will help rapidly connect people to your bigger picture so that they can contribute their best?
The document provides information and guidance for an intern working at E-Mist Innovations. It includes an overview of the company, details of the intern position such as daily tasks and expectations. It also provides examples of researching companies and contacts, with guidance on sources to find companies and a sample researched company profile. The intern will be responsible for researching and presenting market information to support E-Mist's sales representatives.
This document summarizes 11 strategies for making workers happy: 1) providing opportunities for growth and advancement, 2) offering training programs, 3) giving bonuses even as small as $25, 4) allowing worker autonomy, 5) improving the office environment, 6) supporting remote work, 7) reducing email overload, 8) promoting work-life balance, 9) offering benefits like childcare, 10) implementing wellness programs, and 11) permitting short breaks to boost productivity. The strategies are aimed at increasing employee engagement, retention, and productivity.
Verisure conducts annual employee engagement surveys to identify development needs and improve performance. Managers are trained to utilize the survey results to support employees and help them perform their best. Through annual surveys, involvement of all managers, and following up on implementations, Verisure has seen improved employee performance. It is important for organizations to commit fully to the whole process, as behavioral and structural changes take time, even in a fast-paced business environment.
Shine Africa Logistics faces several core strategic issues including lack of security, inability to register the business, absence of marketing, and inadequate accounting. The owner, Webster Kushata, is an immigrant from Zimbabwe who started the business with little capital. While diligent with bookkeeping, Webster lacks formal accounting and marketing. Security issues from crime have led to losses from break-ins. The consulting team will focus on delivering solutions to these problems through registering the business, creating a marketing plan, implementing an accounting system, and acquiring security.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
In November 2010 the Mowgli Foundation matched 7 entrepreneurs with 7 mentors, facilitating 1-year mentoring relationships.This was our UK pilot programme, launched after delivering many successful programmes in the Middle East. The results point to the positive impact of mentoring.
The document provides information on low-cost and no-cost ways for companies to improve employee retention and attraction. It discusses the importance of good leadership, creating the right work environment, offering training and development opportunities, providing flexible working and small perks. It also covers choosing an effective benefits package, including options like voluntary benefits that provide protection and flexibility at no direct cost to employers. Specific benefits highlighted include accident, dental, disability, and life insurance.
This document discusses strategies for managing employee resistance to organizational change. It provides examples of challenges faced by companies in China and Singapore when implementing large-scale changes. The key strategies discussed include understanding resistance as something to be understood rather than overcome, communicating changes clearly and addressing employee concerns, enlisting change champions to influence others, and softening the impact of layoffs through compassionate measures like counseling and exit planning. The importance of consulting external stakeholders, gaining employee trust, addressing rumors, and ensuring feasibility of changes before announcing them is also emphasized.
Converting human capital data in to actionable management informationManoj Kumar
Cover story article from Business Manager Magzine - An interview with Manoj Kumar on Converting human capital data into actionable management information.
This document provides an overview of AMEND's capabilities for driving organizational transformation. It discusses how AMEND embraces change and helps clients leverage change to move forward. AMEND focuses on people, processes, and metrics to achieve lasting transformations for clients in various industries. Case studies highlight million-dollar impacts, double-digit performance improvements, and significant operations enhancements achieved through AMEND's consulting, training, and analytics services.
The document discusses work-life balance and its importance for both employees and organizations. It defines work-life balance and discusses its six key components: self-management, technology management, leisure management, time management, stress management, and change management. It then outlines the impacts of work-life balance issues like stress and lack of balance on employee absenteeism, turnover, and productivity. Finally, it provides examples of work-life programs and policies that companies can implement to improve balance for their employees.
Sandwell Council's children's social care services were stuck in a cycle of failed Ofsted inspections, leading to management changes but no sustained improvement. To break this cycle, Sandwell Council implemented a long-term improvement plan focused on developing a stable, high-performing workforce. Key aspects of the plan included recruiting an experienced new senior management team, tackling high agency staff levels, and engaging frontline staff to spread ownership of the changes. These efforts have led to continuing improvements in the services as measured by fewer failed inspections and a more motivated workforce invested in the services' success.
Hr solutions - I Meet Hotel webinar - Episode 5I Meet Hotel
Bidroom organizes I Meet Hotel, a global conference connecting hoteliers to the future of hospitality. Since the COVID-19 outbreak, we have to take our conferences online.
I Meet Hotel conducted a survey with 1000s of hotels to design a webinar more suited for hoteliers. One of the subjects that were highlighted was HR management;
In this session, we will cover HR from 3 perspectives; Higher education, Recruitment, and the Hotel.
This webinar will feature;
Mikhail Romanenko @ Swiss Hotel Management School - Building an Inclusive Workforce
Milou van Oosterwijk @ Temper - A different Approach towards your flexible Workforce
Rocco Bova @ Chable' Resort & SPA - Making the Call, Saving the Team or the Business
The webinar is being moderated by Marcin Wesolowski, Director of Operations @Bidroom.
The conference will run for 1 hour which includes; three 15 minute speakers, and one 15 minute Q&A panel.
Limit: 500 participants
Visit www.imeethotel.com/webinar for more information and future events
A talk by Rob Catalano
Chief Engagement Officer, WorkTango
As uncertainty spreads through organizations, executives, HR professionals, and every single employee, it gets challenging to operate in a ‘new normal.’
But in unprecedented times, your employees matter now, more than ever. This session will discuss:
· The impact uncertain times have on employees and why it’s important for companies to respond
· Specific recommendations on how to engage employees given the uncertainty in the workplace
· The mindset and approach that you need to start with
· Examples of companies that are doing it well to inspire action in your organization
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/how-to-engage-employees-in-uncertain-times/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Attrition control and retention strategies for changing timesPranav Kumar Ojha
The document discusses attrition control and retention strategies for changing times. It identifies common reasons for employee attrition such as money, career growth opportunities, and stressful work environments. The document recommends conducting exit interviews and surveys to understand attrition causes. It then provides 14 retention tools for changing times, such as offering competitive compensation and benefits, training managers, establishing clear career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource management practices and policies to control attrition and enhance employee retention.
1. The article discusses how to create a challenging work environment by setting clear rules and goals, providing immediate feedback, and ensuring employees feel satisfied with their accomplishments.
2. It argues that layoffs, if not handled properly, can damage employee morale and trust in management. When layoffs are necessary, the company should communicate openly with remaining employees and help them develop new skills to feel secure in their roles.
3. The goal is to make employees feel confident and able to contribute to the company's success, even after a difficult period of layoffs.
Improving Employee Performance by Mirza Yawar BaigMirza Yawar Baig
This document discusses improving employee performance by moving beyond traditional human resource management approaches. It advocates treating people as individuals rather than as "human resources" and focusing on developing people in order to improve business performance. The key challenges are managing change, minimizing bureaucracy, hiring high performers, and ongoing training. HR managers should facilitate creating a winning culture, anticipating future needs, and translating HR initiatives into business impacts. Ultimately, business success depends on quality people and processes.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. In other words, about one in eight workers -- roughly 180 million employees in the countries studied -- are psychologically committed to their jobs and likely to be making positive contributions to their organizations.
Business leaders worldwide must raise the bar on employee engagement. Increasing workplace engagement is vital to achieving sustainable growth for companies, communities, and countries.
Employee loyalty brings customer loyalty when your people are respected and their collective intelligence is harnessed to deliver customer value. Yet, across the globe, poor employee engagement statistics highlight a significant and urgent profit leakage. Traditional top down approaches are the culprit.
Could I perhaps interest you in a conversation about how Bluprints’ innovative model will help rapidly connect people to your bigger picture so that they can contribute their best?
The document provides information and guidance for an intern working at E-Mist Innovations. It includes an overview of the company, details of the intern position such as daily tasks and expectations. It also provides examples of researching companies and contacts, with guidance on sources to find companies and a sample researched company profile. The intern will be responsible for researching and presenting market information to support E-Mist's sales representatives.
This document summarizes 11 strategies for making workers happy: 1) providing opportunities for growth and advancement, 2) offering training programs, 3) giving bonuses even as small as $25, 4) allowing worker autonomy, 5) improving the office environment, 6) supporting remote work, 7) reducing email overload, 8) promoting work-life balance, 9) offering benefits like childcare, 10) implementing wellness programs, and 11) permitting short breaks to boost productivity. The strategies are aimed at increasing employee engagement, retention, and productivity.
Verisure conducts annual employee engagement surveys to identify development needs and improve performance. Managers are trained to utilize the survey results to support employees and help them perform their best. Through annual surveys, involvement of all managers, and following up on implementations, Verisure has seen improved employee performance. It is important for organizations to commit fully to the whole process, as behavioral and structural changes take time, even in a fast-paced business environment.
Shine Africa Logistics faces several core strategic issues including lack of security, inability to register the business, absence of marketing, and inadequate accounting. The owner, Webster Kushata, is an immigrant from Zimbabwe who started the business with little capital. While diligent with bookkeeping, Webster lacks formal accounting and marketing. Security issues from crime have led to losses from break-ins. The consulting team will focus on delivering solutions to these problems through registering the business, creating a marketing plan, implementing an accounting system, and acquiring security.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
In November 2010 the Mowgli Foundation matched 7 entrepreneurs with 7 mentors, facilitating 1-year mentoring relationships.This was our UK pilot programme, launched after delivering many successful programmes in the Middle East. The results point to the positive impact of mentoring.
The document provides information on low-cost and no-cost ways for companies to improve employee retention and attraction. It discusses the importance of good leadership, creating the right work environment, offering training and development opportunities, providing flexible working and small perks. It also covers choosing an effective benefits package, including options like voluntary benefits that provide protection and flexibility at no direct cost to employers. Specific benefits highlighted include accident, dental, disability, and life insurance.
This document discusses strategies for managing employee resistance to organizational change. It provides examples of challenges faced by companies in China and Singapore when implementing large-scale changes. The key strategies discussed include understanding resistance as something to be understood rather than overcome, communicating changes clearly and addressing employee concerns, enlisting change champions to influence others, and softening the impact of layoffs through compassionate measures like counseling and exit planning. The importance of consulting external stakeholders, gaining employee trust, addressing rumors, and ensuring feasibility of changes before announcing them is also emphasized.
Converting human capital data in to actionable management informationManoj Kumar
Cover story article from Business Manager Magzine - An interview with Manoj Kumar on Converting human capital data into actionable management information.
This document provides an overview of AMEND's capabilities for driving organizational transformation. It discusses how AMEND embraces change and helps clients leverage change to move forward. AMEND focuses on people, processes, and metrics to achieve lasting transformations for clients in various industries. Case studies highlight million-dollar impacts, double-digit performance improvements, and significant operations enhancements achieved through AMEND's consulting, training, and analytics services.
The document discusses work-life balance and its importance for both employees and organizations. It defines work-life balance and discusses its six key components: self-management, technology management, leisure management, time management, stress management, and change management. It then outlines the impacts of work-life balance issues like stress and lack of balance on employee absenteeism, turnover, and productivity. Finally, it provides examples of work-life programs and policies that companies can implement to improve balance for their employees.
Sandwell Council's children's social care services were stuck in a cycle of failed Ofsted inspections, leading to management changes but no sustained improvement. To break this cycle, Sandwell Council implemented a long-term improvement plan focused on developing a stable, high-performing workforce. Key aspects of the plan included recruiting an experienced new senior management team, tackling high agency staff levels, and engaging frontline staff to spread ownership of the changes. These efforts have led to continuing improvements in the services as measured by fewer failed inspections and a more motivated workforce invested in the services' success.
Hr solutions - I Meet Hotel webinar - Episode 5I Meet Hotel
Bidroom organizes I Meet Hotel, a global conference connecting hoteliers to the future of hospitality. Since the COVID-19 outbreak, we have to take our conferences online.
I Meet Hotel conducted a survey with 1000s of hotels to design a webinar more suited for hoteliers. One of the subjects that were highlighted was HR management;
In this session, we will cover HR from 3 perspectives; Higher education, Recruitment, and the Hotel.
This webinar will feature;
Mikhail Romanenko @ Swiss Hotel Management School - Building an Inclusive Workforce
Milou van Oosterwijk @ Temper - A different Approach towards your flexible Workforce
Rocco Bova @ Chable' Resort & SPA - Making the Call, Saving the Team or the Business
The webinar is being moderated by Marcin Wesolowski, Director of Operations @Bidroom.
The conference will run for 1 hour which includes; three 15 minute speakers, and one 15 minute Q&A panel.
Limit: 500 participants
Visit www.imeethotel.com/webinar for more information and future events
A talk by Rob Catalano
Chief Engagement Officer, WorkTango
As uncertainty spreads through organizations, executives, HR professionals, and every single employee, it gets challenging to operate in a ‘new normal.’
But in unprecedented times, your employees matter now, more than ever. This session will discuss:
· The impact uncertain times have on employees and why it’s important for companies to respond
· Specific recommendations on how to engage employees given the uncertainty in the workplace
· The mindset and approach that you need to start with
· Examples of companies that are doing it well to inspire action in your organization
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/how-to-engage-employees-in-uncertain-times/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Attrition control and retention strategies for changing timesPranav Kumar Ojha
The document discusses attrition control and retention strategies for changing times. It identifies common reasons for employee attrition such as money, career growth opportunities, and stressful work environments. The document recommends conducting exit interviews and surveys to understand attrition causes. It then provides 14 retention tools for changing times, such as offering competitive compensation and benefits, training managers, establishing clear career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource management practices and policies to control attrition and enhance employee retention.
1. The article discusses how to create a challenging work environment by setting clear rules and goals, providing immediate feedback, and ensuring employees feel satisfied with their accomplishments.
2. It argues that layoffs, if not handled properly, can damage employee morale and trust in management. When layoffs are necessary, the company should communicate openly with remaining employees and help them develop new skills to feel secure in their roles.
3. The goal is to make employees feel confident and able to contribute to the company's success, even after a difficult period of layoffs.
Improving Employee Performance by Mirza Yawar BaigMirza Yawar Baig
This document discusses improving employee performance by moving beyond traditional human resource management approaches. It advocates treating people as individuals rather than as "human resources" and focusing on developing people in order to improve business performance. The key challenges are managing change, minimizing bureaucracy, hiring high performers, and ongoing training. HR managers should facilitate creating a winning culture, anticipating future needs, and translating HR initiatives into business impacts. Ultimately, business success depends on quality people and processes.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
This document provides guidance on managing change, restructuring, and redundancy. It discusses:
- Planning change carefully using models like Kotter's 8 steps for leading change. This includes forming a team, establishing urgency, and communicating vision.
- Managing risks like disruptive behavior, legal issues, and loss of productivity through thoughtful communication, consultation, and support for employees.
- Tailoring the approach to each situation and different stakeholders. Methods may range from education to direction depending on influence and power.
- Key steps include mapping stakeholders, developing a communications plan, manager training, project management, and addressing business needs like identifying and retaining talent.
- The ultimate goal is to help the company and employees through change while maintaining
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
We worship overwork and its pervasiveness makes it seem inevitable. People who leave office early or use flexible timing options are termed slackers by their colleagues. So, working for only four days a week and being more productive and creative seems counter intuitive and challenges all our conventional notions of work and our workweek. In his book Shorter, Dr. Alex Soojung-Kim Pang makes an argument for a shorter workweek - a 4-day workweek.
This document provides guidance on managing organizational change that involves restructuring and potential redundancies. It emphasizes the importance of legal compliance, project management, communication, and supporting employees throughout the process. Key recommendations include forming a project team, carefully planning communications, conducting consultations and elections, offering support like career transition assistance, and treating all employees with empathy. The goal is to minimize disruptions, reduce risks, and help the company and employees move forward productively after the change. Real-world examples demonstrate that individual situations differ and require thoughtful, creative solutions.
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
The blog post highlights four CEOs and their approaches to customer satisfaction:
1. Kwinn listens to customers but doesn't always follow through on feedback. His approach may not truly prioritize customer needs.
2. Sun-tzu focuses on competitive bidding and delivering on time/budget at the expense of building relationships. This could undermine long-term customer loyalty.
3. Top Cat aims to offer full services but may lack the resources to truly compete with larger competitors in the long run.
4. Doe insists on single-source solutions which customers could perceive as inflexible or insensitive to their specific needs.
The post questions whether these CEOs are truly prioritizing and understanding
How an Interim Manager can Support your Goals post Brexit - our 8 insights Ju...NicoleThomp
The document discusses how interim managers can help businesses following the Brexit vote in the UK. It provides 8 insights into how interim experts can support business goals during a time of uncertainty by filling important roles quickly, providing experience and advice, transferring knowledge, and coaching leadership teams in a cost-effective way. Interim managers are experienced professionals who can hit the ground running and make business decisions fast while reducing risks for companies during unpredictable times. Their expertise from various sectors allows them to advise on best practices and lessons learned from similar situations.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Ponencia impartida por Peter Totterdill, jefe ejecutivo del Work Network de Reino Unido (Organización UKWON), el 3 de julio de 2013 en la II European Summer School of Social Innovation
The speed at which a business needs to evolve continues to accelerate. Consumers and employees have increasingly high expectations for how a company should operate and the services it should deliver, while entrepreneurs, business owners, and executive teams are increasingly under pressure on how to meet those expectations. Yet, despite this reality, many organizations continue to fall behind. The mid-market sector, in particular, tends to struggle the most with keeping up with our rapidly changing world. But it doesn’t have to be this way. There
are things companies can do today, right now, that can make a huge difference in what happens tomorrow.
In today’s unpredictable landscape, with so many businesses at a proverbial fork in the road, it is the perfect time to unveil our future-proofing strategies to help you stay relevant, unlock hidden opportunities, and achieve unprecedented growth, all while living a happier and more fulfilled life.
This document discusses how to add value in the workplace. It identifies two main issues that commonly arise: 1) rumors and gossip that waste time and damage morale, and 2) underutilizing employees' talents by giving them tasks below their abilities. These issues lead to inefficiencies like late payments and unsatisfying customer service. The document argues that companies should separate problems from people to minimize wasted time. It also stresses the importance of creating a psychologically safe environment where employees feel their work has impact and meaning. By addressing issues and empowering employees, companies can transition from ineffectiveness to adding greater value.
Similar to Trevor Hall, Hydro Aluminium - Socially responsible business closure - HR Imperatives (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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1. Large-scale Organisation Change
A description of the approach taken to close an aluminium
smelter in a socially responsible manner.
HR Leaders Resources Summit 2013
3. The Numbers
December 2011 Reduction in support staff 50
January 2012 Curtailment of potline 1 150
May 2012 Full curtailment of plant 338
December 2012 Mothball crew remaining 12
Total affected 550
4. The Closure Process
Organise
Town Hall
Meetings
Organise
Consultation
Letters To Homes
Organise
Exit
Interviews
Issue
Redundancy
‘Quotes’
Organise
Redundancy
Expos
Organise
Exit Medicals
Conduct
Phased
Exit of
Employees
Assess
Employee
Assistance
Needs
Connect
Employees
With Service
Providers
Manage
Outplacement
Service
Provider
Issue
Redundancy
Letters
Organise
Records
Archiving
Notify
Centre Link
Organise
Centrelink
Financial Advice
Organise
Training
& RPL
Organise
Jobs
Market
Organise
Smelter
‘Memories’ Book
Manage
Media and
Communication
Measure &
Follow-up
Success Rate
5. Process Step 9 –
Conduct Phased Exit of Employees
Task Responsible Date
Develop phased curtailment plan by employee name SMT 6 June 2012
Publish plan by department and task SMT 7 June 2012
Interview and select outplacement provider TH/CF 9 June 2012
Input termination details in EIS & SAP HR JW Commenced
Input termination dates into redundancy list DS Commenced
Set dates and conduct exit interviews CF/DS/BL Commenced
Prepare, print & mail certificates of service records JW/RK Commenced
Print training records from EIS JW/RK Commenced
Report weekly on progress to SMT & PM HR Oslo DS 29 June 2012
Process salary notifications & termination notices RR/IS/JK Commenced
Finalise annual leave, approved leave and LSL balances RR/IS/JK Commenced
Calculate final payments and effect transfers RR/IS/JK Commenced
Prepare and mail final payment details to employees RR/IS/JK Commenced
Set dates and conduct exit medicals CF/RK/DV Commenced
Arrange training to be completed and verified in EIS BL/DS Commenced
7. The Appreciative Approach
Appreciative Inquiry is the cooperative, co-evolutionary search for the best
in people, their organisations and the world around them. It involves the
discovery of ‘what gives life’ to a living system. The inquiry is mobilised through
the crafting of the ‘unconditional positive question’.
What needs to be done in order to give our people a superior exit experience,
so that in the face of adversity, they’ll leave commenting on how well
they’ve been treated, better than they could ever have expected?
8. Jobs Market Day
70 exhibitors
6484 genuine vacancies
650 job seekers
6000 résumés supplied
Orica 300
ResCo 300
Midal 180
15 jobs awarded on the day
792 interviews committed
10. The Things We Feel We Did Well
(1 of 2)
1. Made repeated reminders of the importance of maintaining a focus on safety.
2. Proactively managed stakeholders – Federal & State politicians, business leaders.
3. Ran a ‘tight’, professional communication campaign to announce closure.
1. The Chairman of the Board held town hall meetings face-to-face with employees.
2. Genuine openness, honesty, empathy & respect in communication.
3. Engaged professional expertise from FCR and Oslo to manage the media.
4. Addressed employee concerns quickly, including through Redundancy Expos.
5. Provided counselling & therapy services to employees if required.
6. Created a cross-plant decision making panel to maintain consistency & fairness.
7. Provided outplacement services through Pathways.
1. Worked with TAFE to provide Recognition of Prior Learning (RPL) certificates.
2. Prepared all employees to enter the jobs market professionally, and with confidence.
3. Created a ‘positions vacant’ resource centre for job seekers on-site.
11. The Things We Feel We Did Well
(2 of 2)
8. Provided additional funds for re-training & re-education.
9. Organised the JMD with enthusiasm and optimism.
1. Maintained the momentum caused by the JMD, e.g., interviewing services.
2. Used professionals in event management for the JMD.
10. Despatched problem employees early, legally and professionally.
11. Gathered input for the creation of the ‘Smeltdown’ book.
12. Publicised the positive, heart-warming stories that began to emerge.
13. Interfaced with DEEWR, Centrelink, and other service providers.
14. Reviewed the phased closure plan daily to provide maximum flexibility.
15. Followed-up on the re-employment KPI.
16. In dilemma situations, used the company’s values as a guide.
12. The Things We Feel
We Could Have Done Better
1. Managed expectations regarding the outplacement service.
2. Secured a full-time resource to bulk buy from training providers.
3. Managed expectations for the Jobs Market Day.
4. Defined ‘real jobs available now’ better for the Jobs Market Day.
5. Been more assertive with local firms regarding their recruitment processes.
6. Encouraged more active and positive participation from the AWU seniority.
13. A Change Management
Methodology
Creating the
vision
Making change
last
Making change
happen
Involving the
right people
Forming the
change team
Communication
Leading change
14. A Theory of
Resistance to Change
• The source of resistance to change is human feelings
– people behave bad because they feel bad
– no basis in logic or rationality so don't bother looking
• Change mostly makes people feel bad
– negatives are much more obvious than positives
• Success = Overcoming Resistance = Modifying Feelings
– anticipating feelings and responses, converting attitudes
• Resistance is not wicked
– natural, honest, organic vs. conscious, deliberate, evil
• Managing change is a misnomer
– manage emotions, sell change
15. Results at the End
of the Closure Period
Zero LTIs – an outstanding safety performance
Record levels of production and quality
Zero scrap at the end of production
Zero disputes, no industrial action, highest levels of cooperation ever seen
Immense pride in cleaning and preparing the plant for mothballing
225 of 323 employees had found new positions at 31st December 2012
Zero suicides, family break-ups, depression
4 instances of counselling and support, short-term
16. Comments from AWU Delegates
I can honestly say I don’t hold any ill feeling towards Hydro over the closure. Common
sense tells you that you can’t keep running a business that’s losing money, and keep
shareholders happy at the same time. I take my hat off to the HR team for the way they
handled this very tough situation, and kept the doors to the department open at all times.
I have been in my new job now for two months and I am really struggling with the change
– it’s just not the Hydro way! I have no choice but to deal with it and get on with my
working life.
Trevor Morris, Senior Delegate, Carbon Plant
I was angry and disappointed at the news of the closure, and found it hard to front up for
work. Hydro provided more support than most companies would, and did a good job of
that, especially with the Jobs Market Day. We didn’t have enough time together to grieve
as a family over the loss. People were leaving and sometimes we missed saying goodbye –
it just seemed to happen so quick. If anything, I think the counsellor could have been
more visible, spent more time with us in the crib rooms, providing emotional support.
Warren Hanley, Senior Delegate, Potrooms
17. A Short Exercise
Form small groups of two or three and discuss the following;
Why is it that after a closure announcement, management
and shopfloor workers lay down their swords and start to
cooperate like never before?
What can we do, as HR professionals, to help bring
such levels of cooperation into our businesses
before the worst case scenario occurs?
18. www.hydro.com
Stay In Touch!
Today’s short presentation has only scratched the surface
of how organisations can best deal with large-scale change.
If you are interested in learning more about how to apply a
change methodology in your organisation, and being trained
in facilitation of the tools, please contact me at;
trevor@acuate-consulting.com
Tel: 0417 022657
To keep in touch, follow me on;
Facebook at www.facebook.com/trevor.hall.351756?ref=tn_tnmn
and Twitter at https://twitter.com/AcuateHR