Change management | Page 19 (193 items)

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.

Engagement metrics and media have moved "in leaps and bounds" in recent years, but HR is yet to realise their full potential, say the authors of the latest AHRI whitepaper.

Whether a leader manages a single employee or oversees an entire organisation, it is up to them to "absorb uncertainty" and help their staff through periods of change, says CSIRO executive director of HR, safety and sustainability Craig Roy.

Most "change" strategies are dated and doomed to fail, but employers can build a foundation for change success with five "enabling assumptions", according to management consultant Peter Fuda.