HR professionals who aim for "return on involvement" when orchestrating organisational change can expect far better outcomes than those who focus on return on investment, says change expert Donna Meredith.
A Sydney employer's workers are an estimated 40 minutes "better off" each day thanks to a new office layout - and a new approach to technology - designed to increase engagement, productivity, collaboration, and creativity.
An employer that "turned the world of work upside-down" for its people - moving them to a dramatically different space after 25 years in the same building, and introducing a whole new approach to technology - is observing productivity gains and cost savings after just three months.
Employers don't have to change the behaviour of every worker to fix a toxic culture; they should focus their efforts on "rapport leaders", says leadership and performance coach Peter Keith.
Understanding the informal networks that exist in an organisation can help HR avoid potentially damaging decisions, and mobilise key influencers during times of change, according to teamwork and leadership expert, Dr Hilary Armstrong.
Constant change is the new normal in business, so organisations need to find a way to communicate crucial safety and compliance messages to employees above the din, says communications expert Jonathan Champ.
The predictable effects of major budget and staff cuts include lost trust and disengagement, but with the right communications approach it is possible to minimise the damage, says communication specialist Jonathan Champ.
Most employers wouldn't dream of implementing new technology without training employees how to use it, but research shows the behavioural change required to make new systems a success is largely ignored.
When a Victorian utility company announced it had discovered an $80 million budget shortfall, staff knew they were in for a bumpy ride. What they didn't expect was to become more committed to the organisation during the cost-cutting exercise.
Changing the culture of an organisation is a long and tough exercise, and most of the time it fails. A critical mistake is to mimic the practices of leading organisations without going through the process that got them there, new research suggests.
