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The ability to help an organization effectively deal with change is a key competency that all human resource (HR) professionals must possess. However, many people in the HR function have not received any formal training or instruction on how to fulfill this important role. This book provides HR professionals with key concepts and practical techniques to successfully launch, support, and sustain change management initiatives within their organizations. Pragmatic tools and explanations will illuminate critical change management competencies and processes, thereby enabling HR professionals to take on strategic and active roles. As well, understanding of one's own reactions to change will also be explored to assist HR professionals to effectively manage and guide change. Questions posed at the end of each chapter allow for personal reflection and growth, thereby providing further development of skills relating to change management. This text is an excellent resource for HR students, those new to practicing HR and seasoned HR professionals alike.

price: $19.95
bound: 130 pages
publisher: Business Expert Press (May 24, 2017)
lang: English
isbn: 1631577662, 978-1631577666,
weight: 6.6 ounces (

The Human Resource Professional's Guide to Change Management: Practical Tools and Techniques to Enact Meaningful and Lasting Organizational Change Melanie J. Peacock
The Human Resource Professional's Guide to Change Management: Practical Tools and Techniques to Enact Meaningful and Lasting Organizational Change book drive The Human Resource Professional's Guide to Change Management: Practical Tools and Techniques to Enact Meaningful and Lasting Organizational Change book for Windows Phone

The leaders should explain that a potential crisis or major opportunity is imminent, and they should encourage frank discussion throughout the organizationHelpful Links on strategy+business Current issue s+b Reprints Digital & mobile Magazine subscriptions s+b bookstore Advertise in s+b About s+b Contact s+b Permissions Terms of Use Privacy Statement strategyand.pwc.com Stay connected with strategy+business Facebook Twitter LinkedIn Google Plus YouTube RSS iTunes App Store Google Play Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC networkEnsure the middle and lower ranks have direct contact with real-life customersWhy would this be true, given the widespread recognition of culture’s importance? Perhaps it’s because change management designers view their company’s culture as the legacy of a past from which they want to move onIt also offered weekly bus tours to the facility's construction site so employees could view and become acclimated to their future workplaceThe third major obstacle is that transformation efforts are typically decided upon, planned, and implemented in the C-suite, with little input from those at lower levelsUntil major changes are embedded in an organization's culture (which could take up to a decade), they remain vulnerable to resistance and regression

4Start at the topSee, Successful Mergers Integrate Cultures.Misreading similarities and differences in marketsIt’s a source of frustration for both them and me.” —Senior Leader at the Department of Education “As a senior executive in the Department of Navy, I have survived the challenges associated with several administration changes over the past 25 yearsCommon problems in cross-cultural change initiatives include:Lack of a partnership approachMembers Become a Member MEMBER CENTER Renew Your Membership ATD TV Member Library TD Magazine Member Directory The Buzz E-Newsletter ATD Links E-Newsletter Watch & Learn Webcasts HIGHER EDUCATION PROFESSIONAL RESOURCES Job Bank State of the Industry Report ATD Buyer's Guide Learning Executives Confidence Index Podcasts Students Faculty Young Professionals ATD CHAPTERS Chapter Locator Chapter Leader Community Power Member Join ATD and gain immediate access to the talent development research, news, and best practices you need to take your career—and your organization—to the next level

By the end of the off-site meeting, they found that they were all using the same language to describe what the company needed to doThey serve as the common baseline for designing essential change elements, such as the new corporate vision, and building the infrastructure and programs needed to drive changeThe exercise included a leadership team effectiveness survey, which revealed that though these leaders called themselves a team, they didn’t really see themselves that wayAfter a strong start, however, the effort faltered; people who had been enthusiastic fell awayMarket transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereensEngagement Competencies Government leaders have progressed through decades of education and professional experience before assuming their current roles, and through all the successes and lessons learned, they likely acquired a better understanding of the process side of change than the human sideBut mastering the “soft” side of change management needn’t be a mystery 07f867cfac

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