OUR OFFERING

HOW OUR PROCESS WORKS

Stage 1 – Plan the Change

During this stage, your organisation’s leaders have the opportunity to identify the ‘burning platform’ for change and to clearly articulate the alignment between the overall organisational strategy and the desired change outcomes. The following tasks are recommended:

a)       Alignment between business strategy and desired outcomes identified

b)       Definition of the new organisational structure

c)       Clarification of the new role profiles (conducted via a role profiling process exploring all aspects of the roles
           including Accountabilities, KPIs and Key Behaviours)

d)       Definition of the assessment and selection process for the new roles (behavioural based to increase
          rigour) and the design of assessment tools to be used

Stage 2 – Consult and Communicate

The next stage is to both consult with key stakeholders (executive team, internal communications team, HR team) and to communicate with effected parties. The following areas should be considered:

a)       Review of HR policies and processes (including ER/IR influences)

b)       Grievance process for impacted individuals

c)       Transition process and timeframes

Stage 3 – Implement Transition

The implementation process is the most important stage in the process, it is here that the assessment of individuals occurs and selection decisions are made. Typical activities include:

a)       Assessment process conducted and selection decisions made

b)       Feedback provided to successful and unsuccessful candidates

c)       Launch of external market recruitment campaign (if required)

d)       Redeployment opportunities sought within the organisation

e)       Transition counselling provided to vulnerable individuals

Stage 4 – Solidify the Change

Many change management initiatives neglect this important stage – the consolidation of the new organisation, its leadership team and its culture. This is fundamental to the ongoing engagement of your employees and the continued effective performance of the business. Typical areas to consider are:

a)       Definition of the new organisational culture

b)       Teambuilding activities

c)       Career development programs

d)       Re-engagement seminars/workshops to support existing employees

Stage 5 – Evaluate the Effectiveness of the Change

It is recommended, at the completion of this process, a review is undertaken to assess the effectiveness of the approach. The following areas could be considered:

a)       How effective is the new structure?

b)       Are we achieving the outcomes we were hoping to?

c)       How effective was the change communication process?

d)      Did employees feel the process was clear, transparent and fair?