Change Management and the Bottom Line
|
|
- Mercy Watts
- 8 years ago
- Views:
Transcription
1 from Workplace Advisory at Allsteel Change Management and the Bottom Line As the pace of workplace change accelerates to keep up with worker expectations, business evolution, technology, and the changing nature of work, the importance of implementing a change plan is critical. There are several factors underscoring this need: humans prefer familiar and stable, and therefore naturally resist new and different, even when it s better. Whether we re aware of it or not, most physical change is really about behavioral change which requires that we acknowledge and help workers to understand and perform the new way. Training may be needed to acquire these new skills. Understanding that change is hard for everyone, tackling the right questions, thoughtfully building the internal and external change team, building new capabilities and behaviors, and developing and executing a robust communication plan are all integral to a successful change strategy. Change in our lives is difficult, whether voluntary or not. The fear of the unknown forces us to speculate on what might happen; and in the absence of information, it s human nature to play out all of the possible negative outcomes. Apply that to the scale of a workplace change, and it s easy to imagine how quickly that absence of information can negatively impact employee productivity and morale. What compounds this issue is that workplace change may seem to be solely about physical things like smaller or lower workstations, or more shared, enclosed project spaces but it s also about encouraging new behaviors, changes in social norms and expectations about how things are going to happen around here. It s the underlying implications of the physical change that makes us skittish, especially if it s not acknowledged or discussable. planned and executed change strategy. The end result will bring the majority of workers along and encourage their understanding, and enable their transition to the new normal. This is where a change management strategy and communication plan can not only be effective in squelching rumors, and instead creating excitement and buzz around the new changes, but also explaining why things need to change, and what the new expectations and social norms will be. Let s be realistic, though not everyone in your organization is going to become positive about the changes at hand, no matter how much you communicate, coach, and prepare them. That should not deter an organization from employing a thoughtfully 1
2 Oftentimes, when we meet with a new client, we ask about any major workplace changes that have occurred in the recent past, and how they managed the transition. We re usually either met with a blank stare, or a knowing laugh. The reasons for not having actively managed the transition from the old to the new can include objective considerations like schedule or financial constraints and subjective considerations like attitudes around inclusion or fear of opening the Pandora s box of behavioral change and expectation setting. The hard costs associated with implementing a change strategy are easy to quantify, whereas the intangible costs associated with diminished engagement or even lost productivity are not, often leaving change planning and communication value-engineered out of the project. While this is understandable, it is short-sighted and can prove to be costly in the long-term if it adversely affects employee motivation and performance, or the redesign of workspaces is being perceived as ineffective. There are three driving factors that are paving the way for the argument in favor of including change strategy and communication plan as part of all projects. The expectations of today s workforce Citizens are demanding transparency in government (consider the recent media attention the NSA has received), and technology has enabled the power of one to be magnified via various social media channels. These social trends are making their way into the workplace, and as a result organizations will be expected to be transparent and focused on walking the talk not only externally, where the message historically could be managed, but internally as well. The companies that embrace this sea change and act on it to connect the dots between the physical change and new behavioral norms like more choice and control will reap the benefits of robust attraction and retention rates, in addition to an engaged workforce. The evolving business landscape Organizations are recognizing the need to align their workplaces with the rapidly-changing business landscape focusing on effectiveness, efficiency, agility, innovation, and community. The importance of keeping the workforce informed of how these macro trends are driving change in the workplace will continue to be underscored by the pace of change. 2
3 The changing nature of work Work is happening faster, anywhere, anytime. Teaching the workforce the linkages between their new workplace, how it can support the work that they do, and giving them permission to make some changes themselves will support future shifts in business, which are happening at a faster and faster rate. There are many people, tools, and processes involved in an effective change management program. Ideally, the process begins before the first time employees catch wind that a workplace change is on the horizon, and continues well after the last box is unpacked. Getting the workforce (or at least the majority) behind the changes at hand requires a thoughtful approach to the following questions: What is changing? Identify where the organization is today in contrast to where it will be after the workplace change, considering changes to the physical environment, technologies, business processes, and behavioral and social norms. This will bring to light the gaps in between, and will give the change team the framework to identify what they ll need to accomplish to bridge those gaps. Why are these changes occurring? What internal and external forces are driving these changes? What business goals speed to market, reduced costs, improved retention must be achieved and are in turn driving changes to the workplace and the way work is done? And what data is available that supports the need for these changes? How can we improve/ensure buy in? Organizations often overlook the importance of selling the change internally and tying it to changes in behavioral and social norms. They make the mistake of assuming that if it s good for the company, then people will get it and get on board. Or that it s just physical and if we build it, they will come. A change program will be more successful if organizations think of it from the voice of the customer viewpoint, with the employees playing the role of customer. What s in it for them? How will it impact their work? How will they benefit? What has to change, and how will they be successful in the new ways or working? A compelling story must be crafted to get buy-in. But be honest and do not make it one-sided, employees are too smart to believe a change is being made simply to benefit them. Who will best represent the change effort throughout the organization? Although having an executive sponsor is an important factor, this is less a question of hierarchy and more of social capital. Think about the people in the organization who have the hearts and minds of their peers, and who are both willing to champion the change in expectations and model the new behaviors. Recruit them as part of the change team. What other changes in behavior are expected as a result of the change? Many new programs have far-reaching implications for not just worker behaviors, but also their manager s. Implementing a mobility program which allows individuals to work remotely will not make mobile work successful, for example. Managers will need to manage their teams differently, mobile workers will need to communicate differently, and everyone will need to use new tools and technology. An effective change program will identify these desired behaviors and the gaps in skills and comfort with technology, and provide the tools, training, and development to support them. 3
4 How are we going to get there? Develop a timeline of change activities, utilizing a variety of activities and media that are appropriate to the organizations unique culture. Consider the audience of each activity, and recognize that training, coaching, or messaging may need to be nuanced depending on who is receiving it (again, think what s in it for them? ). This is a great time to be creative about the way workers and their managers are engaged, and be flexible in the course taken if certain communications or activities are working better or worse than others, it is important that the change team has the flexibility to make course corrections. How will success be measured? Discuss this from the start and think about how these goals could be measured before and after the project to provide positive data for the change effort. Otherwise, the successes will be anecdotal and not easily measurable. For example, if one of the business goals is to decrease product development cycle time by collaborating more, determine the typical length of the cycle before the change and again six to twelve months after move-in. This will give you the data you need to determine if additional changes need to be made to support the goals of the business. Conclusion Last but not least, communicate, communicate, communicate! Remember, the goal is to maximize transparency and minimize loss of productivity. In a vacuum of information, it is human nature to assume the worst. If employees are busy telling themselves stories about how bad things are going to be, then it is reasonable to assume that they are not actively engaged and performing at their best. These can be challenging questions to answer, particularly if an organization has never considered them. However, with the ongoing effective and efficient utilization of this significant asset in play coupled with the rapid pace of change impacting both work and the work force focusing on these questions can result in tangible benefits. And although it is difficult to assign a cost to this, it will become increasingly clear that companies can t afford NOT to develop and execute a workplace change strategy. 4
5 References Workplace Advisory at Allsteel Switch by Chip Heath and Dan Heath, The Heart of Change: Real-Life Stories of How People Change Their Organizations by John P. Kotter and Dan S. Cohen, The Irrational Side of Change Management by Carolyn Aiken and Scott Keller, The McKinsey Quarterly, 2009 Number 2. The Workplace Advisory team listens. And we apply research and our extensive workplace experiences and insights to assist organizations develop and implement a situationally appropriate workplace strategy: one that aligns with their organizational culture and business goals, supports their workers ability to work effectively, utilizes their real estate assets as efficiently as possible, and is highly adaptable to changing business and work practice requirements. The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge, INSIGHT from Allsteel The INSIGHT mark identifies material papers, presentations, courses created specifically by the Workplace Advisory team to illustrate our workplace strategy knowledge and perspective. Additional INSIGHT material may be found at allsteeloffice.com. About the Author Amy Hill is a member of the Workplace Advisory team at Allsteel. She gravitated to the emerging profession of workplace strategy to understand, uncover and enable the levers of high performance and their impact on people whether they re spatial, wellness-based, interpersonal, or social. Currently living in Los Angeles, Amy is a member of the CoreNet Southern California Chapter. She regularly attends CoreNet Global and WORKTECH conferences, and tracks various online workplace groups to stay abreast of the latest workplace knowledge and trends adding to the rich interactions with clients that remain her primary source of insights and experience. Allsteel Inc. Muscatine, Iowa Allsteel Inc. Allsteel is a registered trademark. allsteeloffice.com (08/14)
Leadership Development Catalogue
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationChange Management: Leading, Communicating, Training, & Sustaining Change. Jeff Capobianco, Ph.D., LLP February 20, 2013
Change Management: Leading, Communicating, Training, & Sustaining Change Jeff Capobianco, Ph.D., LLP February 20, 2013 Organizational change (management) is a structured approach for ensuring that changes
More informationAchieving Results Through Genuine Leadership TM
Achieving Results Through Genuine Leadership TM T R A I N I N G Struggling daily with tough business issues and essential goals, organizations are prepared when genuine leaders are eager to live out the
More informationFAILURE TO LAUNCH: Why Companies Need Executive Onboarding
FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies
More informationWHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started
7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management
More informationChanging the Way People Use Technology. City Clerks Association of California Records and Information Management Presentation April 22, 2015
Changing the Way People Use Technology City Clerks Association of California Records and Information Management Presentation April 22, 2015 Session Objectives Learning the phases of Change Management Understanding
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationChange Management Is A Behavioral Competency You Can Develop
Change Management Is A Behavioral Competency You Can Develop Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Change Management Is A Behavioral Competency You Can Develop This article is
More informationChange Management 101
Communicating your change plan Communicating your change plan to your stakeholders individuals positively or negatively impacted by your change is a critical step in getting buy-in for a change. How to
More informationElearning: Building an Effective and Engaging Solution Online
PERSPECTIVES Elearning: Building an Effective and Engaging Solution Online There s a lot of buzz about elearning, and with good reason. When done effectively, organizations find it can reduce time away
More informationEMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS
EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital
More informationWorkplace Efficiency and Effectiveness: New Directions
from Workplace Advisory at Allsteel Workplace Efficiency and Effectiveness: New Directions Market conditions the lingering aftereffects of the global recession, skilled labor shortages, stock market volatility,
More informationThe Customer Value Proposition
The Customer Value Proposition Differentiation through the Eyes of Your Customer Pamela Hudadoff Dedicated to making expert marketing techniques more accessible Applied Product Marketing LLC Web: http://www.appliedproductmarketing.com
More informationC G. Got a Plan? MARKETING. How to Build Your Marketing Plan & Budget. PCGMarketing.com. P.O. Box 4633 Des Moines, Iowa 50305 515.360.
Got a Plan? How to Build Your Marketing Plan & Budget P.O. Box 4633 Des Moines, Iowa 50305 515.360.9176 An Introduction We are a full-service marketing company that uses creative strategies to develop
More informationChange Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management
: How To Achieve A Culture Of Safety Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower team members to
More informationBUSINESS TV SM SOLUTION ENGAGE A DISPERSED WORKFORCE WITH SECURE LIVE AND ON DEMAND VIDEO CONTENT. The Power To Reach
BUSINESS TV SM SOLUTION ENGAGE A DISPERSED WORKFORCE WITH SECURE LIVE AND ON DEMAND VIDEO CONTENT INTRODUCTION As organizations race to meet their business goals, what s one thing that can t be neglected?
More informationSenior executives representing
REAl ESTATE management COvER STORY Executive Viewpoints: Work-Life Supports = Organizational Results BY TRACY BROWER, PhD Senior executives representing 1.2 million employees believe that work environments
More informationSMART Conversations / Overview Building Cultures of Authenticity, Respect and Trust
SMART Conversations / Overview Are your employees and managers afraid of change and lack the relationship building skills needed to support change? Is your organization struggling with integrating an intergenerational
More informationThe Value of Organizational Change Management
The Value of Organizational Change Management Bridging the Gap : Quantifying the ROI of Organizational Change Management Larry Powers & Ketil Been The Value of Organizational Change Management 1 Table
More informationENVIRONICS COMMUNICATIONS WHITEPAPER
ENVIRONICS COMMUNICATIONS WHITEPAPER Creating an Employee Centric Internal Communications Model April 2013 "The only irreplaceable capital an organization possesses is the knowledge and ability of its
More informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationCable s Rapid Reinvention
Achieving Differentiation in a New Competitive Landscape Mark Syp, Group Vice President, Major Cable and Telco Accounts, Maritz abstract The lines are blurred. The cable industry has moved into a new,
More informationDIGITAL STRATEGY SUMMARY 2014-2015
DIGITAL STRATEGY SUMMARY 2014-2015 Maria MacGunigal, CIO OUR STORY: We are at an important point in history where technology is pervasive in almost all aspects of our lives. Government is expected more
More informationAcoustic Comfort in the Workplace: Getting Back to the Basics
from Workplace Advisory at Allsteel Acoustic Comfort in the Workplace: Getting Back to the Basics Those of us who regularly work in an office environment have likely lived through several periods of change
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationQ: What is Executive Coaching? Q: What happens in an executive coaching session? Q: How does Executive Coaching Take Place?
Executive Coaching Information Sheet The following are typical questions people have about Executive Coaching. The answers provided reflect Excelerate s approach, beliefs and experiences as a tenured coaching
More informationDeveloping Policies, Protocols and Procedures using Kotter s 8 step Change Management Model
2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY
More informationEmployee Surveys: Four Do s and Don ts. Alec Levenson
Employee Surveys: Four Do s and Don ts Alec Levenson Center for Effective Organizations University of Southern California 3415 S. Figueroa Street, DCC 200 Los Angeles, CA 90089 USA Phone: 1-213-740-9814
More informationProfessional Services for Cloud Management Solutions
Professional Services for Cloud Management Solutions Accelerating Your Cloud Management Capabilities CEOs need people both internal staff and thirdparty providers who can help them think through their
More informationUnderstanding the Value of Project Management
Understanding the Value of Project Management By Vicki Wrona, PMP, and Rob Zell To PMO or not to PMO, that is the question; Whether tis Nobler on the project to suffer The Costs and Overruns of scope creep,
More informationCreating a Training Program and Learning Culture in Your Organization
Creating a Training Program and Learning Culture in Your Organization Common Roadblocks: 1. No manager support/accountability Use it or lose it We often forget this building block for all training and
More informationTalent Management: Why It s Critical for Business Success
Talent Management: Why It s Critical for Business Success Integrated talent management drives measurable results by aligning employee development to your business goals. Learn how. Contents Aligning Individual
More informationAT LINKEDIN, WE BELIEVE
AT LINKEDIN, WE BELIEVE But we know there s much more to the equation than that. To be successful you need to be different. You have to be compelling and relevant. But right now, there may be questions
More informationThe metrics that matter
WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to
More informationTHE ROAD TO INFLUENCE. 8 Tips to Help You Amplify Your Brand through Inf luencer Loyalty and Advocacy
8 Tips to Help You Amplify Your Brand through Inf luencer Loyalty and Advocacy INTRODUCTION Be it a brand, service, product, or individual, establishing influence is a primary goal. You want to influence
More informationC O N S U L T C O N N E C T - C H A N G E. Does CRM Really Work?
C O N S U L T C O N N E C T - C H A N G E Does CRM Really Work? TABLE OF CONTENTS DOES CRM REALLY WORK?... 3 WHY THE RESISTANCE TO CRM?... 3 HOW DO YOU SELL CRM?... 4 CRM IS NOT JUST ABOUT TECHNOLOGY...
More informationLearning and Development Hiring Manager Guide For Onboarding A New Manager
Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation
More informationEssentials to Building a Winning Business Case for Tax Technology
Essentials to Building a Winning Business Case for Tax Technology The complexity of the tax function continues to evolve beyond manual and time-consuming processes. Technology has been essential in managing
More informationStrategic Planning (in nonprofit or for profit organizations)
Strategic Planning (in nonprofit or for profit organizations) Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997 2008. Adapted from the Field Guide to Nonprofit Strategic
More informationThe Diversity Life Cycle By Alden E. Habacon January 2015
By Alden E. Habacon January 2015 Overview is a framework that describes the interconnectedness between twelve groupings or stages of activity that organizations undertake to normalize diversity into its
More informationThe Directors Cut. The power of data: What directors need to know about Big Data, analytics and the evolution of information. www.pwc.
www.pwc.com/ca/acconnect The Directors Cut The power of data: What directors need to know about Big Data, analytics and the evolution of information December 201 This newsletter is brought to you by PwC
More informationThe South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019
The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page
More informationbest practices Employer Branding: Five tips to make your career site your #1 recruiting asset
best practices Employer Branding: Five tips to make your career site your #1 recruiting asset Competition for talent is fierce, and employer branding or communicating why your company is a great place
More informationWhat to look for when recruiting a good project manager
What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous
More informationSuggestions on how to Select a Consultant or Consulting Company
Comprehensive Consulting Solutions, Inc. Business Savvy. IT Smart. What to look for in a Consultant and Consulting Company White Paper Published: April 1999 (with revisions) Suggestions on how to Select
More informationSolving the Challenge of Lead Management Automation
WHITE PAPER Solving the Challenge of Lead Management Automation How We Did It and What We Learned Table of Contents Background... 1 Business Challenges... 2 Adapting to Digital Marketing... 2 Developing
More informationWhite Paper. Change Management: Driving the Long-Term Success of Your Workforce Management Solution
White Paper Change Management: Driving the Long-Term Success of Your Workforce Management Solution How Do You Measure the Success of a Technology Project? When your organization embarks on a technology
More informationHOW TO. to Executives. You know that marketing automation is the greatest thing since sliced bread. After all, what else can help you...
HOW TO Sell Marketing to Executives Automation You know that marketing automation is the greatest thing since sliced bread. After all, what else can help you... 1 making inroads with the corner office
More informationCFO #CFOPERFORMANCE. Finding the Right Technology for Your Professional Service Firm
#CFOPERFORMANCE Finding the Right Technology for Your Professional Service Firm Firms around the country have been facing extreme pressures. Whether from shrinking workforces, ever-stricter regulations,
More informationManaging Conflict and Change
Chapter 14 Managing Conflict and Change McGraw-Hill/Irwin Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Conflict Conflict the struggle that results from incompatible or opposing
More informationHow to Justify Your Security Assessment Budget
2BWhite Paper How to Justify Your Security Assessment Budget Building a Business Case For Penetration Testing WHITE PAPER Introduction Penetration testing has been established as a standard security practice
More informationStrategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University
Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman
More informationValuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!
Valuing Diversity Cornerstones 1. Diversity is about inclusion and engagement! 2. The most important issue is always human dignity and total quality respect! 3. Prejudice is eliminated by developing high
More informationLEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION
LEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION All businesses are faced with ongoing change. Some changes are driven internally as ways are developed to make processes more efficient. Other changes
More informationWeb Design & Development
Web Design & Development In Simplicity, Lies Beauty. - DigitalKrafts About Us The Internet is an ever changing environment that demands that you keep up with the latest and greatest communication platforms.
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More information2013 Army Civilian Attitude Survey
2013 Army Civilian Attitude Survey Guide to Data Analysis and Action Planning TABLE OF CONTENTS Introduction... 3 Review of the Survey Process... 3 Background on the Survey... 4 Additional Support... 4
More informationOnboarding and Engaging New Employees
Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders
More informationTALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth
TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE
More informationTHE EMPLOYEE FACTOR: READYING YOUR ORGANIZATION FOR CUSTOMER EXPERIENCE SUCCESS. Experience Insights Whitepaper, Fall 2014
THE EMPLOYEE FACTOR: READYING YOUR ORGANIZATION FOR CUSTOMER EXPERIENCE SUCCESS Experience Insights Whitepaper, Fall 2014 In today s competitive business environment, organizations are investing money,
More informationKEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE MANAGEMENT SYSTEM BUSINESS IMPACT WHITE PAPER SERIES
BUSINESS IMPACT WHITE PAPER SERIES KEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE MANAGEMENT SYSTEM MAY 2014, ADERANT HOLDINGS, INC. ALL RIGHTS RESERVED KEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE
More information18 Fresh Ideas for Lawyers. frahanblonde`
18 Fresh Ideas for Lawyers frahanblonde` 18 Fresh Ideas for Lawyers Training Ideas for Law Firms, Legal Departments and Law Professionals Overview At FrahanBlondé, we help our clients in the legal sector
More informationOnboarding Workbook Make your new employees more productive in less time
Onboarding Workbook Make your new employees more productive in less time Onboarding What is it? Onboarding is the process of integrating new recruits and transforming them into productive and committed
More informationAdopting Agile Project Management - Corporate Culture Must Match (Apr 15)
Adopting Agile Project Management - Corporate Culture Must Match (Apr 15) by Megan Torrance April 20, 2015 If you re contemplating adopting an agile approach, and the thought of implementing new project
More informationIn control: how project portfolio management can improve strategy deployment. Case study
Case study In control: how project portfolio can improve strategy deployment Launching projects and initiatives to drive revenue and achieve business goals is common practice, but less so is implementing
More informationLeveraging Strategic Change Management. Three Key Steps and Best Practices to Enable Enterprise Work Collaboration
Leveraging Strategic Change Management Three Key Steps and Best Practices to Enable Enterprise Work Collaboration Leveraging Strategic Change Management: Three Key Steps and Best Practices to Enable Enterprise
More informationRelationships Matter: Social Media and Internet Marketing for Blue Box P&E Programs
Relationships Matter: Social Media and Internet Marketing for Blue Box P&E Programs Community Blue Box Promotion and Education (P&E) programs can be a challenge. With so much information out there, it
More informationEpic Implementation Guide for a Multi-Hospital Install
Epic Implementation Guide for a Multi-Hospital Install There is no doubt that installing Epic s systems within a single hospital can be a complicated process, but when you are an organization that is planning
More informationVodafone Red Paper New opportunities from new ways of working Issues Change Solution
Issues Change Solution How to generate new business opportunities Flexible working Mobile broadband How will companies organise themselves in the future? We know that traditional notions of how and where
More informationINTERVIEW QUESTIONS GUIDE
INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE
More informationTop Five Reasons to Implement Unified Communications Now
Top Five Reasons to Implement Unified Communications Now August 2013 Prepared by: Zeus Kerravala Top Five Reasons to Implement Unified Communications Now by Zeus Kerravala August 2013 º º º º º º º º º
More informationCHANGE MANAGEMENT HOW TO ACHIEVE A CULTURE OF SAFETY
CHANGE MANAGEMENT HOW TO ACHIEVE A CULTURE OF SAFETY Change Objectives Identify the Eight Steps of Change using Kotter s Model for change within your organization Discuss other change management models
More informationCOPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER
COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER For many B2B organizations, building a demand center is a no-brainer. Learn how to ensure you re successful by avoiding
More informationOrganizational Leadership and Communication Certificate Program
Business and Management Organizational Leadership and Communication Certificate Program Accelerate Your Career extension.uci.edu/olc In today s competitive business environment, leaders are appointed based
More informationStrategic HR Development
Strategic HR Development Strategic HR Development HR professionals often focus internally on the function of HR rather than externally on what customers and investors need HR to deliver. If HR professionals
More informationGE Capital What are the key components of a sales force effectiveness program?
What are the key components of a sales force effectiveness program? overview What are the key components of a sales force effectiveness program? Sales representatives have always followed a straightforward,
More informationUNIFIED COMMUNICATIONS AND THE POWER OF SUCCESS:
UNIFIED COMMUNICATIONS AND THE POWER OF SUCCESS: UNDERSTANDING THE UNIFIED COMMUNICATIONS, TELEPHONY AND COLLABORATION by Nate Ulery What is Unified Communications (UC)? How can a UC solution affect an
More informationChange Management in an IT Methodology Context
Change Management in an IT Methodology Context The Experience of TEDO (Technology Enterprise Delivery Office) December 2012 Speakers: Lydia Galanti (lydia.galanti@tdassurance.com) Iphigénie Ndiaye (iphigenie.ndiaye@tdassurance.com)
More informationWHERE S THE ROI? Leveraging Benefits Realization Activities to Optimize Your Organization s Investment in ERP Software
WHERE S THE ROI? Leveraging Benefits Realization Activities to Optimize Your Organization s Investment in ERP Software In today s increasingly competitive business environment, investments in ERP are becoming
More informationPrinciples of Adult Learning
Principles of Adult Learning The elements within are largely covered in the resource Staff training best practices, but this is a different format for some of that information, which people may find helpful.
More informationAffinity Networks: Building Organizations Stronger than Their Parts
Affinity Networks: Building Organizations Stronger than Their Parts Best Practices from the Network of Executive Women Consumer Products and Retail Industry THIRD IN A SERIES Affinity networks: New insights
More informationINNOTAS EBOOK The Transformational CIO
INNOTAS EBOOK The Transformational CIO The Change Agent That Drives Business Strategy Table of Contents Introduction.... 3 Shifting the Focus to Strategic IT Projects.... 4 Adding Value Through IT Operations....
More informationLearning Strategies for Creating a Continuous Learning Environment
Continuous Learning Environment INTRODUCTION A key component of the Leadership and Knowledge Management system is a continuous learning system that uses a wide variety of methods, including classroom training;
More informationA Service of SRI World Group, Inc. 74 Cotton Mill Hill A-255 Brattleboro, VT 05301 (802) 251-0110
A Service of SRI World Group, Inc. 74 Cotton Mill Hill A-255 Brattleboro, VT 05301 (802) 251-0110 www.csrwire.com Printed on recycled paper Introduction Today, forward-thinking companies understand that
More informationIs the Canadian Marketing Profession a Thing of the Past?
Is the Canadian Marketing Profession a Thing of the Past? 75% of marketers in major Canadian companies do not have any formal marketing education (Marketing or business degree or MBA). TMG research of
More information10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent
m a y 2 0 1 2 10 Steps to a Successful Digital Asset Management Implementation Strategies and Best Practices Implementing and deploying enterprise solutions across the organization can be complex, involving
More informationCourse Descriptions for the Business Management Program
Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,
More informationPowering Performance with Customer Intelligence. Are you ready to make Customer Intelligence your performance advantage to outpace the competition?
Powering Performance with Customer Intelligence Are you ready to make Customer Intelligence your performance advantage to outpace the competition? Frequently Asked Questions (FAQs) PNT Marketing Services
More informationHow To Develop A Global Leadership Development Program
Global Leadership Development Talent Management CapitalWave Inc. White Paper March 2010 1 Table of Contents: Global Leadership Development (GLD): Distance. 3 GLD 2: Defining Leadership across Cultures
More informationAgenda Overview for Multichannel Marketing, 2013
G00245870 Agenda Overview for Multichannel Marketing, 2013 Published: 3 January 2013 Analyst(s): Jennifer S. Beck, Adam Sarner Consumers are in the driver's seat, with high expectations for multichannel
More informationIngres Insights. with Open Source Software
Ingres Insights DElivering Business intelligence with Open Source Software TABLE OF CONTENTS 3 Preface 4 Balanced Scorecards 5 Business Optimization 6 Business Intelligence (BI) 7 BI Examples 8 The Challenges
More informationITSM Solution Projects Need Organisational Change Management
ITSM Solution Projects Need Organisational Change Management Karen Ferris, Macanta Consulting ABSTRACT This document explores the need for organisational change management (OCM) as an integral part of
More informationWHITE PAPER: How to Tackle Industry Challenges?
WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have
More informationChange Management models
Change Management models Change management is a critical part of any project that leads, manages and enables people to accept new processes, technologies, systems, structures and values. It is the set
More informationStrategic Plan. Valid as of January 1, 2015
Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial
More informationTRACK BEYOND THE RACK MANAGING IT ASSETS ACROSS THE ENTERPRISE
TRACK BEYOND THE RACK ITAM Track Beyond the Rack The current buzz around ITAM (IT Asset Management) has solely focused on assets residing in the data center. However ITAM is more then servers and racks.
More informationSLDS Best Practices Brief
Stakeholder Communication: Tips from the States States agree: Effective communication with stakeholders (districts, program offices, postsecondary education leaders, other state agencies, legislators,
More informationThree things managers must do to make the most of cognitive computing by Ryan Shanks, Sunit Sinha and Robert J. Thomas
Managers and machines, unite! Three things managers must do to make the most of cognitive computing by Ryan Shanks, Sunit Sinha and Robert J. Thomas Intelligent machines are poised to dramatically shift
More informationHow To Know The Roi Of Customer Experience
What If Customer Experience Has No ROI? By Bruce Temkin Customer Experience Transformist & Managing Partner Temkin Group www.temkingroup.com I m often asked the question: What s the ROI of customer experience?
More information