Failure to understand the people side of change is akin to failing to learn to break when learning to drive. Sure, you'll probably get to where you intended to go, but you'll be battered, bruised and have a trail of angry people behind you.
All of us, at some point, have experienced a poorly delivered change. Either a technical change or an organisational change, either as the culprit or the victim.
The second, and arguably most important half, lies in building and maintaining a highly-effective team.
Sevenstep is always so pleased to be recognized along with other great providers and leaders within the industry. Awards like HRO Today’s “Baker’s Dozen” and “HR Superstars” lists as well as Talent Board’s “CandE’s” do a great job of bringing success stories in talent outsourcing to the surface for the benefit of all consumers of these services.
After years of research on organizational transformation by McKinsey, the results from their Global Survey in 2015 indicated that few executives say their companies’ transformations succeed.
In that survey, just 26 % of respondents said the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. (Meaning that 74% have not been successful.)
In their 2012 survey, 20% of executives said the same.
As soon as I arrived at the conference venue, I was welcomed by a lady in charge of VIP and speakers. She seemed happy to see me & asked me enthusiastically if I knew in which seminar room my talk would take place. “Yes. Seminar room 3 & it is tomorrow” I said. “Great! I am now taking you to the VIP/Speakers lounge so that you can eat or drink something,” she added. One part of me longed for breakfast in the lounge. The other half of mine responded: “Thank you. Actually I would like to directly go to the keynote area to listen to the keynote talk.”
In part 1 of this exclusive video series with Jonathan Krogdahl, in partnership with Sevenstep, looking at how organisations can anticipate change and deliver on it ahead of the curve.
Jonathan continues to look at legal requirements, like IR35, and the changes that they can cause organisations can take, focusing on how this affects HR as a function. Jonathan delves into the obsession with making talent acquisition strategic, emphasising the importance of understanding the basics first.
Sevenstep
When trying to drive increased business success, organsations tend to concentrate on technological innovation, but the secret to sustained improvement and success is the continued development of leadership behaviours within the company that delivers the Leadership Behavioural Change that drives this. Our Leadership Development Programme addresses this issue, and is a programme aimed at the development of an organisations Leadership, competencies and skills at all levels.
The Business Transformation Network recently hosted an event on "Employee Engagement - Whose Job Is It Anyway?" in partnership with Glint, at the Bloomsbury Hotel in London.
It was one of those defining moments that occasionally punctuate our working lives. The realisation that what had been previously taken as an article of faith was, in fact, the cause of the problem. As this inconvenient truth dawned on the faces of the assembled transformation leaders, there was a perceptible shift of energy. Feelings of release, as well as fear pervaded the hotel conference room in which we were gathered.
I recently read this statement as a headline for a report published by the CIPD.