Change management | Page 17 (197 items)

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.

As best practices in change management evolve, the groundwork laid by HR in training and leadership development is playing a crucial role in how nimble organisations can be, according to change expert Catherine Smithson.

Turnover at this organisation spiked up after it redefined leadership requirements, and asked those who didn't meet them to leave, but the positive impact on those who stayed has more than compensated for the turbulence, says its HR director.

A well planned and executed downsizing can result in change that is soon forgotten, but if things are managed badly, "people will talk about it for years", says Right Management's Bridget Beattie.

Throughout the M&A process, decision-makers must maintain absolute clarity about the kind of people and culture they want to retain, or risk a disappointing result, says Lee Hecht Harrison managing director Bruce Anderson.

Employees' alignment to a company's values drops before their performance does, so HR professionals who monitor core values adherence are well placed to heed the warning signs and minimise damage, according to The Ethics of Success managing director, Omer Soker.

HR professionals who limit their messages about strategies and initiatives to facts will struggle to convince people of their merit, according to communication specialists Gabrielle Dolan and Yamini Naidu.

One of Australia's leading pharmaceutical companies has taken drastic steps to encourage collaboration and break down hierarchies in its workplace.

Employees are more likely to remember a message or meeting when they've made an emotional connection with it, says management consultant Yamini Naidu.

An organisational change that goes badly can leave workers disengaged and resentful, but sometimes all that's needed to fix it is an opportunity to "vent", says Right Management managing director Bridget Beattie.