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Add You - Things Do Not Change - We Do
Few industries are poised to feel the winds of change as strongly as the Personnel Recruitment industry. A significant factor that will be a major influence on the change will be the commoditization of service brought by new technology.Compressions of service deliver time, peeling of recruitment process and industry standardization are three other chief factors with major impact on recruiting beside commoditization of service offerings. This will undoubtedly position certain players to prosper and others to suffer in this new paradigm, as globalized service practices become the norm.The prime drivers of these changes are new technologies, particularly those around the Internet. It’s needless to say that the internet allowed us to achieve a degree of interconnection that has never been possible before. Today’s inexpensive and reliable communications are allowing recruiters to access clients and candidates via VoIP or e-mail from any web enabled location. Physical proximity to the talent pool used to be a key advantage in the talent wars in the old days, but not any more.OutsourcingIn this scenario, as you peel busines
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is
Many professionals – such as engineers, real estate appraisers, interior designers, land surveyors and architects – are required to sign, stamp and/or seal documents to show they were produced by a registered or licensed professional in that field. The purpose of a seal or stamp is to ensure that the professional is licensed to practice that profession in a particular state under its laws and regulations.Typically a seal or stamp is affixed to documents which are prepared under the professional’s direct supervision and for which they are responsible. Below are a few examples of when a professional seal or professional stamp is used:Engineer Stamps and Seals Most states require that an engineer be licensed or registered and each registration or license is valid only in the state in which it is granted. By stamping or sealing a document (e.g., drawings, calculations, plans, etc.) a professional engineer is taking responsibility for the information in the document and is certifying that he or she is licensed in the state.Land Surveyor Stamps and Seals Documents produced by a surveyor may be used by titl
The nature of change
Change is all around us. Changes can be small or large, but the overall impression they create is of a world that is in a constant state of flux. Change may be welcome, but for many of us, the reaction to certain changes will be one of automatic resistance, which in turn often results in stress.
To accept change is akin to getting used to a new pair of shoes. The new shoes may be more waterproof, more hardwearing and better looking than our old ones, but they will almost certainly not be more comfortable until they are worn in. The amazing thing is that (assuming they are the right size and they fit properly) we often cannot envisage how or why we were so reluctant to put them on in the first place.
By definition, going forward involves some change, in order to keep on course. An organisation is either continually improving or it is failing, because no successful organisation can afford to simply ‘stand still’. This is why it’s so important that employees are given all the tools they need to help them embrace change and new ways of working – i.e. to feel comfortable in their ‘new shoes’.
Why is change so difficult to handle?
People are programmed into a pattern of behaviour with which they feel safe (their ‘comfort zone’). Change can threaten this feeling of safety, and people can feel disempowered by change - particularly if it is imposed on them or challenges their accepted thinking. It is therefore vital for people to understand clearly why imposed changes are necessary, and how those changes will impact them, their position, their responsibilities, and possibly their remuneration and future prospects.
One reason that staff may resist change is if they don’t think they will be comfortable in the new job environment or able to meet the new standards etc. If a change, particularly a fundamental change, is imposed within a company, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand – some of their worries may be valid and it is important for management to acknowledge this.
How to make change work
If your organisation is contemplating a major change, you can help to facilitate this by taking account of the following:
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is t
Efficient teams work well together and when they do you can see the value in their force multiplier affect. You can see it in special teams in Championship Football Games, you hear about with Navy Seal Teams and you can certainly feel it in America’s Corporate Board Rooms.Of course the opposite is true when a new team lacks organizational capital or when Organizational Capital is being drained. When this happens it is time for Change Management. It is time to shape up or ship out the non-performers or those, which cause stress for the team and act like contestants on Donald Trumps “Apprentice” reality television show.You see really there is no room for that when in do or die situations and for corporations that means making your numbers each month and shareholders equity directly relates to quarterly profits. When there is a problem and when Organizational Capital is being drained it is time for Change Management and it is definitely time to fix the problem stop the leak and move on to the next order of business.Strong teams depend on the strength of the players involved and a weak link is cause for alarm. If you do not do
By definition, going forward involves some change, in order to keep on course. An organisation is either continually improving or it is failing, because no successful organisation can afford to simply ‘stand still’. This is why it’s so important that employees are given all the tools they need to help them embrace change and new ways of working – i.e. to feel comfortable in their ‘new shoes’.
Why is change so difficult to handle?
People are programmed into a pattern of behaviour with which they feel safe (their ‘comfort zone’). Change can threaten this feeling of safety, and people can feel disempowered by change - particularly if it is imposed on them or challenges their accepted thinking. It is therefore vital for people to understand clearly why imposed changes are necessary, and how those changes will impact them, their position, their responsibilities, and possibly their remuneration and future prospects.
One reason that staff may resist change is if they don’t think they will be comfortable in the new job environment or able to meet the new standards etc. If a change, particularly a fundamental change, is imposed within a company, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand – some of their worries may be valid and it is important for management to acknowledge this.
How to make change work
If your organisation is contemplating a major change, you can help to facilitate this by taking account of the following:
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is
Calendars and cubicles, do you wonder how they could possibly be related? Calendars have been around for hundreds of years. The primary practical use of a calendar is to identify days. They help us to be informed about a future event and to record an event that has happened. They allow us to plan ahead and to record events, dates and appointments that are important to us. For example, a calendar provides a way to determine which days are religious or civil holidays, which days mark the beginning and end of business accounting periods, and which days have legal significance, such as the day taxes are due or a contract expires. So where does the cubical come in you ask? That is quite a different story.I absolutely disdain the rotten person who invented the office cubicle. I have worked at the Utah State Prison and I can state unequivocally that inmates in maximum security are happier than people who work in cubicles. In fact, if I were to pull an inmate off of death row and force him to spend one week in a cubicle, he would call the governor and beg that his execution be expedited at once. There is a name for this terrible malady, it i
Why is change so difficult to handle?
People are programmed into a pattern of behaviour with which they feel safe (their ‘comfort zone’). Change can threaten this feeling of safety, and people can feel disempowered by change - particularly if it is imposed on them or challenges their accepted thinking. It is therefore vital for people to understand clearly why imposed changes are necessary, and how those changes will impact them, their position, their responsibilities, and possibly their remuneration and future prospects.
One reason that staff may resist change is if they don’t think they will be comfortable in the new job environment or able to meet the new standards etc. If a change, particularly a fundamental change, is imposed within a company, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand – some of their worries may be valid and it is important for management to acknowledge this.
How to make change work
If your organisation is contemplating a major change, you can help to facilitate this by taking account of the following:
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is
Any time there is a change in management at the corporate level it can cause a conflict with productivity, efficiency and innovation. For those companies that rely on innovative spirit to propel their profits such decreases can spell disaster for the department or division. Consider if you will a project manager who is rapidly reassigned to another division or another important project.The project team may not gel as well with the new brand new manager and that means the efficiency in productivity in the project flies out the window. Worse off, often we see a decrease in the innovative spirit and that can cause a disaster and even cause the project to fail. All too often we find that project managers in large corporations become part of the innovative backbone of the endeavor. If there are rapid changes this can cause a disarray amongst the employees and put the project behind its scheduled goals.As the team works to make up for lost time the motivation can also be lost and therefore the innovative spirit is simply not there when and if the team runs into a problem that is not easily solvable. And change management case studies
One reason that staff may resist change is if they don’t think they will be comfortable in the new job environment or able to meet the new standards etc. If a change, particularly a fundamental change, is imposed within a company, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand – some of their worries may be valid and it is important for management to acknowledge this.
How to make change work
If your organisation is contemplating a major change, you can help to facilitate this by taking account of the following:
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is
Bobby Ventura, a lanky 6’2” blonde-haired blue-eyed high school junior, is a self described home mechanic who enjoys tinkering with his screaming yellow ’97 Mustang at every opportunity he can get. Having an uncle who runs a garage helped him to land his first car several months before he obtained his driver’s license.“I’m not much for studying, but auto shop has kept me focused. I plan on working for my uncle when I graduate from school and I’ll take night classes at Tech to get my AAS in Automotive Systems Technology. Cars have changed a lot over the years and my uncle wants someone who can not only turn a wrench, but be able to read a computer. Today’s cars have much more diagnostic stuff to figure out and that is what I am going to learn at Tech,” Bobby quipped.Cars have changed and the market for new mechanics has changed as well. As older mechanics retire, they will need to be replaced by professionals who not only know cars from bumper to bumper but can also understand computer software. Installing a K&N cold ai
• Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.
• Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
• Everyone copes better with change if they feel at least in partial control of it. It is the feeling of being out of control that can be frightening to most of us. So involve your staff, as far as possible, in their own areas of the change. Perhaps set up an implementation team involving a member of staff from within each department and reporting up to - and down from -management.
• Keep everyone informed as far as is possible of timetables and details. The imagination and concerns of staff can run riot when they are kept in the dark, particularly if they are anxious about the change. Regular meetings are essential and even if time is short, don’t abandon them. Make sure that the planned changes are clearly understood at all levels.
• Don’t give in to the temptation to impose changes without consultation. Unless you can persuade your staff to buy into the change by means of the steps above, they may leave or become de-motivated, neither of which will benefit the company. Similarly, a culture of fear (where staff are actively discouraged from conveying concerns or showing vulnerability) is counterproductive.
• Everyone works better where they can see the benefit for themselves. So take time to think through not just the overall plan of the change, but how it will affect and benefit individuals, then ‘sell’ these benefits to those affected. Don’t oversell them though, as staff will subsequently disbelieve anything you say. It is far better to be honest and admit that some things still need to be worked through, as this will help to build up trust with your employees.
• People need to feel they have some input to enable them to overcome their fears and anxieties. If you encourage them through this stage, they can become great advocates for the change and will work with you instead of automatically resisting.
• Accept that everyone’s capacity for change is different and some will respond quicker or more easily than others.
• Try to break the change down into manageable parts so that the overall change does not seem too overwhelming. Consider running a pilot operation to smooth out the glitches and allow input from users.
• Once the change has been implemented, don’t allow any return to the old ways or allow this as an option.
Preparing your organisation for change
Because change is so much a part of everyday life, your employees will benefit greatly from initiatives that make them more resilient. At its most simple, this means helping your employees maintain a healthy mind, healthy body and the positive mental attitude needed to approach change as a challenge and opportunity for improvement.
We all know that eating he
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