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.

Empower your employees to take control of their career

At the end of the day, employees and employees alone, are responsible for their own career management and balanced lives.

Organisations, however big or small, good or bad, are inherently designed to get as much as they possibly can out of their employees. If an employee is not in the frame of mind to take control of a work-life balance they want to lead, then someone else will do it for them. And chances are, their ideas of ‘balance’ won’t align.