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Every two weeks we bring you opinion, news and research on Employee Engagement, Leadership and Organisational Performance, along with some thoughts on practical workplace applications.


Blog: The Complementary Discipline of Adoption Change Management

For anyone familiar with the implementation of change initiatives within organisations, the capability of project management as a discipline has long been accepted as critical to its success.

The maturity of this capability is underpinned by the availability of a breadth of project management qualifications and accreditation’s including some of the better known such as: PRINCE2, PMP, CAPM, PMI Risk Management, ITIL, and Six Sigma.

Despite this, however, while many of these initiatives are successful from a technical perspective, there are still a very high proportion of initiatives (70%) that fail to meet their adoption objectives.

Complementary to these Project Management qualifications and accreditations is the emerging discipline of Change Management. Read more.

Alistair Aitchison – Emenex


You Just Measured Employee Engagement. Now What?

If you are like many top HR teams today, you’ve completed an employee engagement survey, and HR teams and managers are all studying the results carefully, analyzing who is engaged by department, location, job description, and other factors.

But now what?

Jan Bruce, writing for Forbes, reminds us the employee engagement measurements are how you score. Engaging employees is what you do. If you follow ‘standard’ operating procedure, you might consider some common top-down actions, but today’s agile, fast-moving organizations need just the opposite attitude. Beyond being “managed” toward greater engagement, employees should have the tools, structure, and autonomy to increase their own sense of engagement.

The background science, claims Bruce, is incontrovertible: more than training, aptitude, loyalty—it’s resilience that helps people engage and perform. Resilience skills give employees a sense of agency, effectiveness, mission, and purpose.  With resilience as a core competency you’ll see next year’s engagement score headed in right direction.


Do Your Teams Own Their Engagement?

Leaders often make a mistake in their approach to engagement, say Gallup. Building engagement is not a separate activity from the actual work that needs to be done.

The best leaders Gallup has studied do not see fostering employee engagement as a separate part of their job, but as something that informs how they should do every part of their job. What’s more, leaders need to shift their perspective on ownership of engagement so that it becomes a natural and positive discussion among their teams.

One common barrier to this is weak leadership who feel they need to have all the answers or they will appear unsteady.  Strong leaders operate differently.  The full article here.


How to Create Organisational Agility in Times of Unprecedented Change

In order to survive this onslaught of change, organisations need to displace typical organisational dynamics and traditional models of management with a more agile way of existing that increases the organisation’s ability to respond rapidly to change.  Writing for the HR Director, Dominic Ashley-Timms contrasts the characteristics of change in the past with contemporary issues he witnesses in companies today

  • Change overload (too much change)
  • Ill-prepared for change (unready)
  • Past experience of change leading to anxiety
  • Avoidance/Resistance in the face of change
  • Emotional experience of change (workplace stress)

Citing important references, Ashley-Timms advocates a fundamental shift in the way that people behave: stimulating a response to ongoing change that is altogether more proactive and can massively improve engagement, productivity and performance levels.  His piece is here.


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