Most employees will happily follow a change process if efforts are made to engage them with it, but organisations should be on the lookout for change "saboteurs", says author Tony Lendrum.
When an organisation's leadership changes, HR professionals should seize the opportunity to become a strategic partner, says workforce strategist Stephen Walker.
Aside from the moral imperative, there is a strong business case for organisations to constantly foster an ethical culture, according to Institute of Executive Coaching director of education, Dr Hilary Armstrong.
If a case for change is not carefully prepared before it is presented to senior staff, "no one will buy into the process", according to a health and safety GM who says pointing to past mistakes can be a powerful motivator.
It is not enough to simply communicate a planned change; distinct parties need to prepare people and shape their behaviour, says Being Human managing director Catherine Smithson.
HR managers who carry out large-scale initiatives without applying project-management principles and tools risk wasting money and undermining their credibility, says Adaps organisational psychologist Joshua Wood.
HR professionals can learn a lot from neuroscience about how to design and implement successful workplace programs, says PageUp People's Sylvia Vorhauser-Smith.
Companies that want to be recognised as employers of choice in years to come will need to have strong environmental credentials, says Academy Green chief executive Mark Raven.
Employers that use managers to communicate change, without first ensuring they are personally on board, risk getting entire teams off-side, says Being Human managing director Catherine Smithson.
