Content about Change management

February 24, 2012
Learning: How Change Management Is Done

While most senior executives realize learning is critical to achieving meaningful change, many don’t realize what it takes to achieve the level of learning necessary to make the difference between success and failure. True change can only be achieved through a process of targeted learning that does two things: sells the desired change to the people who have to make it happen; and teaches those people (and gets them to adopt) the new behaviors required to make the change happen.

By Sue Kennedy, Chris Musselwhite, and Tammie Plouffe, Discovery Learning Inc.          

Despite decades of research on change management, almost 70 percent of organizational change efforts fail. John Kotter, Harvard professor and change management guru, says they fail because organizations don’t take the holistic approach required to achieve and maintain change.

February 24, 2012
Learning: How Change Management Is Done

While most senior executives realize learning is critical to achieving meaningful change, many don’t realize what it takes to achieve the level of learning necessary to make the difference between success and failure. True change can only be achieved through a process of targeted learning that does two things: sells the desired change to the people who have to make it happen; and teaches those people (and gets them to adopt) the new behaviors required to make the change happen.

 

By Sue Kennedy, Chris Musselwhite, and Tammie Plouffe, Discovery Learning Inc.          

February 20, 2012
The Main Drivers of Employee Engagement

There are two types of employee engagement—emotional commitment and rational commitment —with emotional commitment being four times more powerful than rational commitment in driving employee effort. Employees stay with their organizations when they believe it is in their self-interest (rational commitment). But they exert discretionary effort when they believe in the value of their job, their team, and their organization (emotional commitment).

By Dr. Mee-Yan Cheung-Judge, Founder of Quality & Equality Ltd., and Linda Holbeche, former Research and Policy Director, CIPD

October 7, 2011
Training Today: Improve Your Odds of Change Success

Even under the best of circumstances,nearly 70 percent of all change initiatives fail. And that’s why most organizations never realize the benefits they hoped for with their new culture change, software implementation, or training initiative.

Even under the best of circumstances,nearly 70 percent of all change initiatives fail. And that’s why most organizations never realize the benefits they hoped for with their new culture change, software implementation, or training initiative.

While there are many documented reasons why change initiatives fail, the overriding reason is that change sponsors do not involve or address the concerns of the people affected by the change.

September 12, 2011
Develop Talent That Delivers Business Results

What does it take to develop talent—through training—to get results, especially under demanding circumstances? While simple training as a strategy won’t contribute enough, an overall program with an integrated action-learning, workshop-oriented, and results-focused approach can deliver powerful business results.

By Evan Smith, Senior Partner, Schaffer Consulting

August 5, 2011
Top 5 Do’s and Don’ts of Talent Development

According to the Talent Management Survey conducted in 2009 by the Best Practice Institute, more than 82 percent of companies surveyed utilize either a formal or informal talent management program, indicating an awareness that human capital considerations must be among the foremost goals of strategic planning. Less common, however, is consensus on what talent development strategies and methods yield the best results.

By Louis L. Carter, CEO of Best Practice Institute,and Brian Fishel, Senior Vice President, Enterprise Leadership Development, Bank of America

June 13, 2011
Conducting Institutional Reviews

An Institutional Review is a look at activities that contribute to an organization’s success and well-being. This review is the basis for most elements that will appear in a strategic plan, including the organization’s strengths, weaknesses, opportunities, threats, actions, challenges, teamwork, change management, commitment, future trends, and external forces.

By Hank Moore, Corporate Strategist

An Institutional Review is a look at activities that contribute to an organization’s success and well-being. This transcends a traditional audit and identifies factors that already contribute well to the organization, rather than simply looking for ways to cut, curtail, or penalize. It is more than just trimming the fat and criticizing incorrect activities in the organizational structure.

October 15, 2010
Connect with People: The Foundation for Employee Trust and Engagement
In a work environment where resources already are stretched thin, the importance of building productive work relationships becomes even more important to the strategic success of an organization. When leaders connect with people, by taking a keen interest in understanding the strengths and motivations of each team member, they strengthen relationships, build trust, and create an engaging work environment needed to help their team achieve peak performance.
By Kevin J. Sensenig, Ph.D., RODP, global vice president for Learning and Organizational Development, Dale Carnegie & Associates, Inc.