- Published on 22 Aug 2014
- Abe Thebyane
HR practitioners know that for any significant change to happen effectively there has to be a deliberate and intentional change management process to underpin that change.
Change management as a process is aimed at ensuring that the buy-in and support of the change is greater than the resistance to it. However when it comes to transformation in the sense of "redressing the imbalances that the Apartheid legacy has wrought on South African society," the approaches we adopt are devoid of any change management thinking or approach.
- Published on 23 Jun 2014
- Kevin Liebenberg
Business leaders have a never-ending mandate to drive positive change in the organisations they lead. They're often daunted by the task of effecting change among their people. This is understandable. Everyone reacts to change differently, which makes it very difficult to tackle change management. So what do differing worldviews have to do with this?
- Published on 2 Jun 2014
- Lindi Cawdry
I was recently working at a client when a large multinational IT consultancy was working with the IT department on developing a new management information system. However, the IT department and the external consultants were continuously lambasted for mismanaging a project that was very much behind schedule. I completed an assessment to measure the organisational pressure points (points of high stress across leadership, systems, structure, skills, process and problem-solving capabilities). This assessment provided concrete evidence that employees and end users were deliberately withholding accurate information required for process-mapping and software requirements identification. There were also other fundamental miscommunications.
- Published on 30 May 2014
- Lindi Cawdry
The evolution of IT systems, software design and product development has resulted in IT consultants but also internal IT departments promising and promoting extended benefits to their solutions, such as change management or behaviour change. Unfortunately, so far statistics show that this isn't happening. In fact, research shows a 70 - 80% worldwide failure rate in all change management programmes and initiatives. A specific critique is that many IT technology or systems interventions are failing to address end-user's concerns sufficiently, which is a fundamental need to ensure change actually happens. Why does this happen?
- Published on 28 Feb 2014
- David Bischof
Assessment centres have proven to provide rich layers of information for managerial strategic decision-making. However, human-related diagnostic information will - in all likelihood - only provide valuable outcomes for the organisation when assessment practices are clearly linked to long-term strategy. This argument is critical for justifying using assessment centres and related methodologies in the business value chain to assist organisations to achieve their objectives. Here are four areas where assessment centres can add value to organisational decision-making.