Workplace disruption and how you can become an HR manager of the future

Businesses are now operating in a more disruptive environment than ever before. And as an HR professional, you have a key role to play in developing the talent management solution.

Disruption is driving the future of HR. Your ability to dynamically adapt and manage the evolving business landscape will dictate how you’re able to engage talent, drive organisational change programs, and effectively manage the human impact of this change too.

Choice to lead the way for managing human change alongside new partners, the Australian Institute of Management (AIM)

To ensure our career transition programs continue to assist your employees manage the human impact of change, we have reviewed all of our programs and made some exciting changes incorporating leading edge technology and knowledge from our Australian consultants and global partners.

Today we are proud to announce the commencement of a unique relationship with the Australian Institute of Management (AIM), and have incorporated AIM training programs across the majority of our career transition programs.

How do you measure your ROI on your change management investment?

A recent report by McKinsey on measuring the impact of employee training on business performance, got me thinking about a specific issue that many of my clients face:

How do I measure the return on investment of my change management program?

As an HR decision maker, there are an overwhelming number of questions you need to be asking yourself before proceeding with any workplace initiative. Without a clear set of expectations and a means of effectively measuring the impact of your change management programs, then what purpose do they serve?

When the Government of the day changes the goalposts, what do you do?

As a part of the HR team within your organisation, creating rhythm and processes around the management of your employees needs is a critical aspect of your role. However, when the Government of the day makes changes to the Employment Act, you and your team are suddenly required to adapt your approaches to implement and manage change, and the uncertainty that will inevitably arise amongst your employees.

Redundancy: How to make the most of a difficult situation, an employer and employee’s perspective

The word redundancy is generally not synonymous with good times, and is a stressful situation from both an employer and employee perspective.

Managing this difficult situation effectively is always a challenge, as the wildcard in the situation is human emotion, and we can never be sure how people will react to a redundancy announcement.

Could you manage the human impact of a global restructure?

In the last week or so, we have read about the massive global restructuring projects about to be undertaken by both Malaysian Airlines (6,000 redundancies) and HSBC Bank (60,000 redundancies). Both of these announcements are transformational to the respective organisations and will have a profound impact upon the employees leaving the organisation, as well as those who remain.

Four practical steps to manage a successful restructure

Organisational restructures are a catalyst of change; providing opportunities to improve efficiencies in the workplace and career prospects for employees. That is, if the restructure is managed effectively.

The problem is that by nature people are averse to change. Rather than seeing the opportunities that can arise from a restructure, employees are wired to perceive it as a threat.