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Find value propositions for all your stakeholder investors, customers, suppliers, employees, community With a direction set, think through the how to questions How to align your internal resources and capability with your overall plan How to mobilise and engage your employees to support the plan How to align culture and strategy, essential if you want long term success
So, to create the effective organization and to achieve sustainable performance, organizations will1 Widen the circle of involvement Connect people to each other Create communities for action Promote fairness
This paper looks at what this means and provides an insight into how to do this.
Axelrod (2010)
Nettlecroft, Cheltenham Road, Cirencester, GL7 2HX | +44 (0) 1285 641 127 | +44 (0) 7500 518 923 Copyright Nigel Cox Consulting 2011
When considering any change, identify the key groups (those who could block implementation or whose active support is essential). Right from the start give a role in the change to anyone whose support is critical regardless of rank or position. Allow them to shape the future, and the plans on how to get there. This means that you will have to give them the opportunity to review their own work environment, its systems and facilities.
2 3 4 5 6 7
CIPD (2011): Unipart fuses engagement with 'lean' to boost output Pink: Drive, the Surprising Truth about What Motivates Us, 2009 Weisbord, 1987 Richard Beckhard Senge 1999 Senge 1999
Nettlecroft, Cheltenham Road, Cirencester, GL7 2HX | +44 (0) 1285 641 127 | +44 (0) 7500 518 923 Copyright Nigel Cox Consulting 2011
Collaborate with them to create the change programme. People learn best, and more willingly apply what they have learnt, when they do it themselves. Decisions are best implemented by those who helped make them. This methodology is successful because a critical mass of people participating has Understood the need for change Analysed the current situation and identified what needs to change Generated ideas about how to change Worked together to implement and support change Gained energy and commitment to their work
Grow future talent nurturing those committed to building employee engagement Live the value, moving from I to We Support the shift in leadership mind set and practice
Conduct an assessment of the current state, looking at systems, people, technology, as well as the financial and commercial objectives of the organisation Design
Use the information from the assessment phase to create an operational plan that addresses all the critical issues. For complex changes adopting a Work Stream approach (allocating specific areas of responsibility with clear accountabilities) makes sure that Human Resources and Operational and Commercial requirements are fully integrated. Implementation
During implementation, the work-stream approach ensures continuity of ownership. The objective is to complete transition as quickly as possible, within budget and with no adverse impact on levels of service. . Embedding and Review
Milestones and KPIs covering business and people aspects of the change will have been set when the plan was developed. As the implementation progresses evaluate performance against those standards. Variance from the plan should lead to modifications responding to changing circumstances, to keep the implementation on track to hit its final goals and to ensure the change is fully embedded in the organisation. A review at the end of the change programme helps you ensure that you and your management team learn from the experience, giving you greater capability for the future. An engaged workforce in an adaptable organisation, sharing a positive view of change, will provide you with the most robust platform for continuing success and sustained, profitable, growth.
Nettlecroft, Cheltenham Road, Cirencester, GL7 2HX | +44 (0) 1285 641 127 | +44 (0) 7500 518 923 Copyright Nigel Cox Consulting 2011