Alineado Workforce y Change Management
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Alineado Workforce y Change Management

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Factors Common to Successful Change Management

Aligned Workforce and Change Management

People Impacts

It is essential to identify the human capital impacts
of a change effort on the workforce.

Organizations that successfully manage change typically develop a workforce plan specifically designed to steer their organization toward achieving its change vision. Workforce planning ensures the organization has an adequately skilled workforce to support its post-change needs.

The plan should also address the issue of redirecting resources in situations where the change creates a gap in the skills and needs of the organization.

Organizational Needs Assessment

A first step in the workforce planning process is conducting an organizational needs assessment. Through this assessment, organizations can determine the desired workforce size, skills and competencies needed in the future to support the changed environment and it can determine the staffing required.

The following are examples of the types of basic assessment questions that might be required:

Future resource roles and needs

What new roles are needed?
What are the responsibilities assigned to each role?
How many people are required in each of these roles?
Are work location changes required?
Will a different work structure focus people on what is important?
Is there an adequate supply of people for the new roles?

Skills and Competencies

What new competencies will be required for the roles?
What skills, education, knowledge, or work experiences should the resources have for each identified competency?

Organizational Needs Assessment (Continued)

After determining the organization’s workforce needs in the changed environment, it is then necessary to determine the competencies of the organization’s current workforce, and identify and address the gaps between future needs and current workforce competencies.

Gaps can include the number of resources required; or lack of skills. There may be a decreased need for some competencies and an increased need for others, or new specialist knowledge and learning may be required.

Note

Based on these gaps, the organization should then, as part of the development of a workforce transition plan, identify workforce strategies to close the gap through recruiting, hiring, deployment, retention, education and training, and other staffing and development initiatives.

Workforce Development

Perhaps the most important key to mitigating the gaps between organizational needs and current workforce competencies is workforce development. This may involve:

Performance Management

To reinforce and sustain the change, performance management assists the organization to develop workers with skills that align with the organization’s change goals and to determine employee skills deficits that require development and strengthening

Creating Individual Development Plans

Identifying a combination of developmental activities to assist affected employees in developing designated competencies and knowledge.

Training and Education

Some organizations implement on the job training, mentoring and classroom or computer based training strategies to improve competencies, and encourage professional development by setting aside part of the budget for training.

Workforce Development (Continued)

It is worth bearing in mind that while an essential component of achieving change is appropriately skilled employees; change success depends on employee performance as much as it depends on employee qualification and training.

Accordingly to reinforce the change and embed a culture that motivates and sustains the change it helps to:

Develop employee performance plans that align with the change goals.
Assign quantifiable and measurable objectives for employee performance that support the change.
Recognize and reward positive approaches and performance in the change process.

Conclusion

To successfully implement change, organizations need to align the performance of their workforce with the change.

That is people must understand what they need to do, be enabled to do it, and be supported in doing it by appropriate incentives and rewards.

Aligning individual and organizational performance management systems drives new behavior and gradually shifts the organizational culture in support of the change vision.

END of UNIT

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