At some point every organization realizes that it needs to make changes. In some cases, the change is necessary to continue to be successful. In other instances, it is necessary in order to survive.

In either circumstance, there are six principles that determine, to a large extent, the degree to which the change will be successful and the amount of pain involved in achieving success.

Principle #1: Vision

• People follow a leader whose vision is a desirable objective.
• Very little changes without someone championing the desired change.

Principle #2: Communication

• People follow a leader who effectively communicates her/his vision & the plan to achieve it.

Principle #3: Motivation (also known as the Principle of “WITC-FM”)

• WITC-FM is not the name of a radio station, but it is similar to one in that, when change is taking place, people listen for What’s In This Change For Me.
• People follow a leader who gives them compelling reasons for achieving the vision.

Principle #4: Credibility

• People follow a leader when they believe in her/him.
• People follow aBoil Down Fever Ginger tea gets the ability to increase the circulation of blood in your body. learn this here now cheap cialis leader when they have confidence in her/him & the leader’s vision & plan.

Principle #5: Obstacle Removal

• People follow a leader who removes the obstacles to achieving objectives.
• People follow a leader who makes their job easier by busting through barriers & bureaucracy on their behalf.

Principle #6: Believers & Non-Believers

• People fall into three categories or groups when it comes to change:

 Group 1 readily believes in & quickly accepts the need for change.
 Group 2 immediately resists.
 Group 3 are undecided – they stand on the sidelines & wait to decide.

• It is important to identify who is in which group because that determines your approach to those within each group.

The Trinity team can provide expert and economical assistance in helping to implement change successfully.

• For more information, e mail Trinity at info@TrinityHR.net or visit our website at www.TrinityHR.net.

Your organization probably regularly invests in a number of items on a planned, budgeted basis. Examples of these items typically include:

• New equipment
• Updating of technology (computer systems, smart phones, etc.)
• Improvements to facilities

But when is the last time your planned, budgeted investments included a significant investment in your people? Common comments on this topic that are heard from employees are these:

“My company says its people are its most valuable resource. If they really meant that, they’d show it by providing
us with opportunities to grow and develop.”

“I can’t remember the last time I received training.”

“When business slows down, the first thing that gets cut is training.”

While making non-employee investments are readily seen as a sound business decision, many employers consider employee training and development as a costly and unimportant expense. Such thinking fails to recognize the benefits of investing in employees an organization gets.
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So what is the Return on Investment to your organization by training and developing your employees? Here are four ways your ROI is achieved:

1. Job satisfaction, employee motivation and morale are increased, reducing employee turnover and related expenses to recruit and train replacement staff.

2. Increased skill and knowledge enables staff to be more effective and more efficient, thereby improving productivity.
“Effectiveness is doing the right things; efficiency is doing things right.”
      – Peter Drucker, renowned management expert and best-selling author

3. Better supervisors and managers means better people management, and therefore fewer employee problems/issues and lower legal fees to defend accusations of wrongdoing (for example, sexual harassment, discrimination and wrongful discharge).

4. Developing your senior leadership team members enables your organization to think more strategically and act in a more unified way.

If your organization needs help in designing and delivering training and development programs at the professional, supervisory, managerial or executive level, Trinity’s Team of Consultants can do so on a wide range of topics.

• For more information, e mail Trinity at info@TrinityHR.net or visit our website: www.TrinityHR.net.

It is important that you fully prepare for an important fact about any major change initiative – it will be a lot like a rollercoaster ride. Below is a model that depicts what this ride looks like:

(Source: Centre for Strategic Management)

If your organization needs to undergo change, Trinity’s Team of Consultants can help you plan and implement it.

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• For more information, e mail Trinity at info@TrinityHR.net or visit our website:www.TrinityHR.net.

Regardless of business size or sector, there are three key aspects to consider when approaching change management:

1. Intellectual Understanding – why the change is necessary
2. Emotional Engagement – stakeholder discussions and the perceived ownership of the changes
3. Sustained Action – implementing long-term transformative actions

Ignoring these principles can have an irreversible and detrimental effect on any potential success because the following negative results can easily occur:

• Resistance by employees and/or customer or clients
• Damage to morale
• Reduced business efficiency

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• Roadblocks that prevent building momentum

If your organization needs to undergo change, Trinity’s Team of Consultants can help you plan and implement it.

• For more information, e mail Trinity at info@TrinityHR.net or visit our website:www.TrinityHR.net.

In today’s business climate, change happens fast–and the pace is accelerating. No wonder adapting to change is hard for many companies. What then is sound practical advice for leaders who are responsible for implementing organizational change initiatives?

There are a number of change-related theories and models that provide guidance to change leaders. However, they can be confusing and even provide conflicting suggestions. So let’s “KISS” it—Keep It Simple Sir.

There are three essential ingredients for a successful, sustainable change process.

1. Helping People Recognize and Understand the Need for Change

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2. Creating Opportunities for Involvement and Participation

3. Instilling a Willingness within the Its Employees for Doing Things in New Ways

If your organization needs to undergo change, Trinity’s Team of Consultants can help you plan and implement it.

• For more information, e mail Trinity at info@TrinityHR.net or visit our website: www.TrinityHR.net.

As pointed out in Part 1 of the 360 degree (also known as a multi-rater assessment or feedback) blog, these assessments have rightfully gained popularity. The increase in their use has been especially significant during the past years. Numerous studies point to their effectiveness in:

• Improving performance of assessed individuals
• Boosting employee satisfaction – on the part of individuals assessed and as well as those in their work circle
• Decreasing turnover among the subordinates of managers who have undergone assessment

Why and How Does 360 Degree Feedback Work? Psychologists point out that goal achievement is central to our positive self-concept and to our level of self-esteem. In general, 360s work because individuals see a gap between their feedback ratings and the desired goal. As a result, they are generally motivated to work to reduce the gap as a way of maintaining a positive sense of self-esteem. Clearly, not to all individuals will improve their performance simply because they have received feedback, and certainly not all feedback is effective in improving performance. The reality is that some employees are more predisposed to performance improvement than others. Improvements in performance are most likely to occur when the following occurs:

1. The feedback given clearly indicates that change is necessary. 2. The person receiving the feedback has receptivity and thus recognizes the need for change. 3. The organization and the person create an appropriate action plan for behavioral change. 4. The assessed person believes the action plan is achievable and she/he has the support of the organization. 5. The organization regularly provides constructive feedback, which should include both identification of areas of improvement and of areas still needing improvement. 6. The organization consistently demonstrates its support—often by engaging an experienced coach from outside the organization. There are several attributes of the feedback that have the impact on the degree to which individuals listen to and act upon the feedback they receive. I refer to these attributes by the acronym “C-STAR”:

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• Clarity—the data is presented in an easy to understand manner and format (typically, in text and graphical form)
• Specificity—the data is specific enough to be acted upon
• Timeliness—the data is provided within a reasonable time frame after it was collected
• Authenticity—the data is perceived as being an authentic and this accurate set of perceptions by others
  → Authenticity can be greatly enhanced when the assessment is performed by and the results presented an independent party from outside the organization.
• Relevancy—the data is tied to behavioral factors that are important to the individual’s success in their role