Despite corporate change being necessary for growth and innovation, we often try to get in its way. It’s a phenomenon author Susanne Jacobs seeks to explain.
Employers might try and avoid the topic, but change in business is inevitable. Whether it’s health and safety in the workplace or holiday pay, we are always having to adapt to altered regulation. This is set to increase further when Brexit comes into play.
We live in an age of managing change. Whether it is political upheaval through Brexit and Trump or business upheaval with the rise of the disruptors like Uber, Deliveroo and AirBnB, the world has never changed so fast.
HR knows change requires flexibility and support for employees. But these are often around things like putting a new policy in place. What can HR do when change is a much bigger beast, as it is with digital transformation?
At the 1992 Barcelona Olympics, Derek Redmond was deemed set to win the 400m. That was, until injury found him and led him down the corporate trail.
The business world is changing rapidly – and companies failing to test the boundaries of change will soon struggle to compete.
Although we may enjoy routines and feel completely at a loss if we don’t have things the way we are accustomed to, it is within our capacity to make considerable changes so that we are more efficient or more contented in our environment.
As a business leader, it can be difficult to tell if the business is growing from its core, or if it’s being influenced by its environment.
Transforming an organisation consistently ranks among the greatest challenges leaders face, despite there being no lack of advice from business gurus and scholars on this topic. But instead of using just one method, bosses should look to mix a cocktail of change.
With gender pay gap reporting coming in and the job market being candidate-led, companies need to make sure people want to work there – not expect people (especially women) to change for them. It’s not such a tricky workforce puzzle after all.
A recent survey found the number one concern in business was the ability to promote change. Some 84 per cent of the interviewed Fortune 100 executives said they had at least one change initiative linked to growth, productivity, competition and globalisation.
With the start of the year, staff can feel compelled to search for new horizons rather than climb the ladder within their own organisation. For the employer, this can have an impact on the culture of the company, as well as on its finances – so here’s how to keep those engaged employees from leaving.