The best blog posts of 2014 Protecting your brand during change Source Article: Employment Today 15 August, 2014 If the global financial crisis of recent years has taught employers anything, it has to be that the way in which change is managed is critical to future business success. Regardless of the commercial imperatives that drive the need for change, at no other time is an organisation likely to be so vulnerable. Some employees relish change and the opportunities it might create both personally and professionally. Many, however, resist it, especially if the proposed change seems to make little sense and when personal job security is likely to be threatened. The perceived loss of control, the fear of the unknown and unresolved past or current personal ‘losses’ will likely feed an employee’s negative response to change. When business change leads to redundancy, business risk escalates significantly. Those employees who face retrenchment will often have strong opinions as to how the internal process was managed. As part of the natural process when dealing with loss, many will look to criticise or blame and will often seek out others who are willing to support and share in their negative and sometimes emotionally charged reactions. Enter social media—yesterday’s ‘word of mouth’. It has forever changed the corporate landscape. Ten years ago, an aggrieved employee would have turned to a handful of close friends, or to family or colleagues to share their experience. Today, social networking enables that same employee to communicate to the world. It’s simple to do, the message never goes away, and the damaging effect on a company’s brand is often irreversible.
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Research carried out by Convergys Corporation, a leader in customer management, has shown that just one negative blog by an employee, a loyal friend of an employee, a disgruntled customer or an unhappy client, posted on You Tube, Twitter or Facebook, can result in the loss of about 30 customers to a business. Sadly, when change is being implemented as a result of the need for greater cost efficiency, such negative publicity takes place at a point in time when the company can seldom afford the financial impact. So what is the connection between brand equity and change management? The following points provide an insight into the issues at play:
At the heart of brand protection lies trust. As consumers, we buy from a particular brand because we trust that brand to uphold its corporate values and to deliver on the promises it makes. The employee’s relationship with their employer is no different. Every employee, whether they remain or depart as a consequence of workplace change, is either an advocate or an opponent of the business. How the business manages people through the tough times and the extent to which their employer can be trusted to ‘walk the talk’ of corporate responsibility will either reinforce or compromise the strength of the business brand and the reputation of its management team. Change within any business creates uncertainty and doubt. Often productivity levels decline, rumours about the future abound and employees at all levels naturally begin to fear that this is ‘the beginning of the end’ of their job security. Some people wait out the change to understand its full impact, many begin to explore greener pastures— including those regarded as ‘key talent’ on whom the future success of the business relies. The engagement and retention of those remaining is a commercial imperative that is often neglected during change. When the company is ready to attract industry high performers as an ‘employer of choice’, a simple Google search of a former employee’s experiences of the company can be easily found, and no matter how dated, out of context or misguided the commentary might be, the brand message can easily send a ‘must have’ applicant running to the competition. New Zealand is a relatively small and geographically isolated country. The media frequently looks for whatever ‘bad news’ stories it can find
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and redundancy is often a headliner. In the last 24 months we have all been witness to countless media interviews with stunned workers who have just been told that they no longer have a job. In local communities where the level of employment is dependent on just one or two companies, the impact will be more strongly felt. Public perception and bad press have a major impact on the value and profitability of a business. In contrast, a well-managed change process can maintain or even strengthen employee, community and investor relations. While employee retention levels have been relatively static in the last few years due to a recessive economy, this is all set to change. Many businesses are already facing skill shortages, about to be made far worse by the looming ‘turnover tsunami’. In a recent recruitment industry study, surveying more than 10,000 employers and employees across New Zealand and Australia, seven out of ten staff reported that they were considering moving jobs this year, with two-thirds of employers worried about losing high performers as a result. Outplacement, as one aspect of change management, should always sensitively balance the personal needs of the individual with minimising risk for the business. When individual needs are met, it’s difficult to find good reason to criticise the employer who has shown genuine intent to help employees move forward with confidence. The cost benefits that come with protecting brand and upholding the reputation of management far outweigh the investment associated with best practice outplacement.
Prudent intervention As the importance of protecting brand and minimising the multiple risks associated with change has been recognised, outplacement, in its truest form, is coming full circle. What started in the 1960s as a way for managers to personally avoid giving an employee ‘bad news’ is now, 50 years later, again being viewed as a prudent business intervention, albeit for slightly different reasons. The often transactional ‘soften the blow’ view of outplacement that has been evident in New Zealand for the last few years is being replaced by the view of outplacement today as a key business marketing strategy. Employers now realise that when people exit a business as a result of change, an
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outplacement specialist is often the only remaining link between the retrenched employee and the sustainability of a positive business brand. As a result, outplacement assistance is now strongly supported within a business, rather than being viewed as a contractual obligation that must be met at the least possible cost. To minimise risk when redundancy is an outcome of change— whether one or one hundred people are affected—the roller coaster of emotion that many people experience, sometimes for weeks on end, must be effectively addressed. There is a close link between the length of time that an employee has access to outplacement and the confirmation of a quick and positive result in terms of career and job search success. When this critical outcome is realised, brand is protected and commercial risk is mitigated—the departing employee will have already started to focus on the future, rather than reflecting back on the past. CDL has supported and advised literally thousands of employees, from directors and CEOs right across all levels of seniority through to employees who work part time in a production environment. Our focus is always on identifying and addressing both business and people ‘unique pressure points’ through change. Sometimes it can be a delicate balance! For the individual, the opportunity to restore lost self confidence, especially if there has been a ‘difficult’ exit from the business, to have a sense of personal control reinstated when redundancy has felt so disempowering, and to receive expert advice that helps to foster career development and/or immediately provides ‘a competitive edge’ in a tough job market, really makes the difference. For the business that is looking to achieve a tangible return on investment, expectations are equally as clear. In our experience of partnering with more than 850 private and public sector organisations experiencing change and redundancy, irrespective of industry, the following are just a few of the more typical commercial must-haves from our clients’ perspective:
Trust in the business-to-business relationship and quality of service deliverables at both a business and individual level;
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Customisation in terms of approach, content and fee; Results that not only protect but also endorse brand and reputation, and Proven outcomes that will motivate, engage and retain those who are remaining.
Change management can be a difficult process for any business to manage. When change results in redundancy, even greater stakeholder and shareholder needs are presented and have to be met. Ensuring that the business adopts both a commercial and people focus—and getting the balance between the two ‘just right’—is what will undoubtedly define the level of success. Tags:business change, change and outplacement
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Top 10 tips when choosing an outplacement provider Shirley Keith 15 August, 2014
Poor outplacement services can reflect negatively on the organisation offering the support. How can you be certain that the company you opt to work with
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will provide the support your employees need? Whether your organisation is transitioning one person, or several hundred employees, you want to know that your organsiation and the affected person are each receiving value.
1. QUALITY OF COACHES Everyone who has experienced outplacement support will tell you that the one-to-one discussions with a qualified coach is the most beneficial aspect of the service. But the quality of the career coaching received really depends on the quality of the coaches and the provider’s ability to match the individual with the most appropriate coach, both in terms of relevant industry functional expertise and future client aspirations. Understanding how many coaches the provider has, ask about their professional background, how the outplacement provider matches coaches to individuals and how they train, accredit and monitor the quality of their coaches.
2. ABILITY TO MEET THE INDIVIDUAL’S NEEDS Everyone has a unique perspective when it comes to managing their next career move. For some the underlying driver will be financial security and the need to quickly find another role similar to the one they have been performing. For others it will be reviewing their past experience and assessing all of the options available to the including perhaps, self employment or a portfolio career. Regardless of future aspirations, the outplacement provider should offer a flexible solution that addresses and meets the individual needs and ambitions of those it is supporting.
3. CLIENT SATISFACTION Quality service that meets the needs of the individual has to be the top priority for any outplacement provider. Depending upon the length of a client’s programme, not everyone will complete their transition whilst working with the outplacement provider – the important aspect is that the client has derived knowledge and benefit and feels better able to deal with future. Providers should be able to guarantee that the client will receive a quality service, so check what mechanisms they have for measuring client satisfaction. How do the deal with any negative feedback they may receive from the client regarding the service? What corrective action do they take? Ask for regular feedback reports – after all it is your organisation’s money that’s paying for the service. Poor service not only reflects on the outplacement provider, it will also have an effect on the employees' lasting impression of you.
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4. CAPACITY TO SUPPORT NATIONAL NEEDS Even if you do not have large scale multi regional needs, an outplacement firm with a national infrastructure gives the security of much needed knowledge, expertise and substance as well as offering extensive professional networks that can be accessed by those in active job search. Relocation expertise can also be offered with up to the minute intelligence on local employment market trends. If you are managing large scale outplacement needs, the restructure is likely to be complex, often involving a number of sites, tight timeframes and as a consequence, require strong project management and seamlessness of service deliverables from the outplacement provider. Check the provider’s experience in dealing with large scale, multi-site projects, seek references from other clients they have supported. For remote locations check how the provider will support individuals – do they have the ability to support people locally or are individuals expected to travel to the nearest office, regardless of distance.
5. INNOVATION Experience in providing outplacement services is important. As with any business the number of years a company has been around is a good indicator of its reputation. But whilst experience is important, innovation should not be overlooked. The job market is continually changing and a good outplacement provider should continuously be looking for ways to innovate its services, ensuring that its clients receive the best quality advice, tools and services to help give them the competitive edge in achieving their objectives.
6. TRANSPARENCY OF PROGRAMMES Outplacement programmes can be structured in a number of ways, from flexible programmes that allow the individual to decide how to use their service, to time bound services. Whatever the structure, it is important to understand exactly what the individual receiving the support will get. There should be complete transparency around what it provided. If unlimited services are offered, seek clarity on which components are unlimited, does this mean that the individual can have complete access to their coach for as much time as they want within the designated timeframe for the service.
7. TRANSPARENCY OF FEES
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In the current climate it is important to be certain that there is complete transparency around pricing. There should be no hidden costs involved and you should be certain that you are only paying for services that are actually used. Are materials extra? Are there costs associated with project management and administration? Compare ‘apples with apples’ when comparing several options and be wary of immediately going for the cheapest provider – you will get what you pay for and the commercial risk of compromising on quality may be significant!
8. STYLE, APPROACH AND PHILOSOPHY Ask the outplacement provider to provide examples of their style, approach and philosophy when supporting employees at all levels through redundancy. This can make the difference between an effective and a poor experience for the affected employee and will also indicate the level of expertise provided. You may find that consulting firms that specialise in outplacement have a more dedicated approach than those for whom outplacement is secondary to core business activity.
9. EXPERTISE Before engaging with an outplacement provider have a clear understanding of levels of employees affected and the type of support you are looking for. Then check the provider’s expertise in providing this type of support. For example, if you require support for middle to senior managers from the financial sector, check the outplacement providers experience in providing support to this level of individual from the sector.
10. WORKING IN PARTNERSHIP Your working relationship with the provider is as important as the support they provide to your employees. A provider that seeks to take a partnership approach as opposed to a transactional approach will guarantee that you receive the best solutions that focus on adding value. Explore the options for additional support can be offered to ensure that your project runs as smoothly as possible? Tags:change and outplacement
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Top 10 signs of stress during change Shirley Keith 15 August, 2014
During change, Managers should be alert to symptoms and signs of stress in oneself and others. These symptoms may be multiple and varied, however
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when it comes to changes in behaviour, below are some signs to watch out for.
ONE Characteristic absenteeism and / or lateness in arriving at work
TWO Work attitude becomes careless and sloppy
THREE Starts to talk negatively about the job and the company
FOUR Demonstrates a resistance to change
FIVE Often the ringleader of a ‘rumour mill’ with talk about lack of trust
SIX Starts to focus on unnecessary detail
SEVEN Less co-operative and more hostile with management and colleagues
EIGHT Difficulty in concentrating and becomes more restless
NINE Complains of feeling unwell or having to deal with aches and pains
TEN Seems to be fidgety, tense, uptight or nervous and talks about having trouble sleeping
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Read more about how CDL can help you with workplace stress: http://cdlinsight.co.nz/solutions/retention-engagement/motivation-andengagement
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Change Management – What Can Go Wrong? Shirley Keith 19 September, 2014
Change is inevitable. Businesses go through various degrees of change, and consequent change management programs, on a regular basis. Sometimes it is industry driven; sometimes it’s a result of customer feedback; and other times it’s simply to remain competitive. Change is not always seen as favourable, particularly by those directly impacted. Unless it is managed appropriately, it can have a disastrous effect on staff morale and efficiency. So what are some businesses doing wrong when it comes to change management?
No discussion or communication Communication in the workplace is important at all times, and never more so than when change is occurring. One of the most critical elements to success is keeping lines of communication open and knowing that the more details that are shared, as soon as they come to hand, the less chance there is of rumours and innuendo taking hold. Failing to communicate why changes are necessary can have a significant negative impact and result in resistance, so try to keep your teams ‘in the loop’ wherever possible.
Lack of planning and impact analysis Implementing change without consideration of how employees will be impacted as well as process adjustments needed, is a recipe for disaster. Process owners need to be included in planning discussions so that all consequences are considered and ‘business as usual’ can continue as best as possible. Without proper planning, there is a chance changes can be introduced in a piecemeal fashion, which can lead to errors, inefficiency and significant complications in the long run.
Skillsets and training not adjusted
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Change often brings with it a requirement to alter the way a process is carried out. This may be as a result of a new piece of technology or legislation, for example, which necessitates compliance on many levels. Failure to appropriately up-skill employees, provide adequate training and ensure those who feel outside their comfort zone are supported can cause long-term issues. Organizations with a desire to grow and continue to develop will always be changing in some way. It is important that all employees are included in discussions about the vision for change and taken on the journey as a team. Change management is critical to the success of any adjustment within an organisation and it needs to be handled with great care to avoid significant impacts on both business-wide and personal levels. If you need help with change management, contact the experts at CDL Insight Consulting. Make change an opportunity for business growth and success with the right tools and knowledge.
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Outplacement – How To Support Your Staff Through Change Shirley Keith 16 October, 2014
Changes in the workplace can result in a requirement to transition employees into different roles. In some cases, this might include roles outside of the business altogether and, unless managed well, the result can be detrimental to productivity, morale and motivation. Outplacement support is essential to ensure a smooth transition for those impacted by change.
Change can bring a feeling of insecurity Organisations do not introduce change to intentionally cause friction or uncomfortable situations; however those can be the unfortunate side effects of the change process. When roles are eliminated or tasks automated, employees, without the right tools and support, can feel very insecure.
Proactive career solutions Leaders need to equip those impacted directly by pending change with the right skills, information and tools to take a step in the right direction. Partnering with a team of experts in outplacement, can be a wise choice, particularly if the changes impact a large number of employees and require the establishment of new roles with a significant shift in skillsets needed.
Up-skill staff to empower them Management need to ensure that impacted staff are involved in activities that help them improve their self awareness and complete goal planning. They may need to be guided to explore other opportunities available either within the organisation or elsewhere. Empowering them to make choices and come
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to a decision about their own future is important and goes a long way to helping them accept the situation. It is also critical that staff are provided with access to training programs as needed to ensure their skills are more closely aligned to the new jobs on offer or their new career path.
Support with resume and interview preparation It is also essential that employees are supported with their resume preparation. Help with job applications and interview preparation, including activities like role-playing interview question and answer sessions, will go a long way to improving their confidence and morale for when the time comes to apply for new jobs. Organisations need to acknowledge that everyone views change in a different light. It can be scary, disruptive and hard to accept. It is essential that those impacted are considered in all internal communications, and made to feel comfortable to ask questions as they arise. Whether your organisational change will result in a restructure, redundancies or outplacement, assisting employees through the transition is an expectation that you must fulfill. Whether you offer individual coaching or group workshops, the main aim is to ensure that all staff have access to the tools and networks available to help them during the period of change. Most importantly, you need to ensure that the support can be tailored to each individual’s needs as required. If you need help with outplacement contact the experts at CDL Insight Consulting.
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How To Build Staff Motivation And Morale A manager has a significant impact on the morale of employees. Building staff motivation can be a challenge, however knowing how connect with staff and engage them can provide results for the individual as well as the business as a whole. Here are 4 tips to adopt to ensure you keep employees motivated and help to greatly improve productivity.
1. Communication is more than listening Communication is a two-way street. Employees need to know that their opinions and contributions are encouraged, valued and listened to. Feedback must be sought regularly and management needs to be open to both negative and positive thoughts. When a staff member encounters an issue that may impact their productivity, they need to be confident that they can speak up. Encouraging staff to voice complaints gives them confidence and encouragement to work through issues.
2. Seek contributions from employees When you involve employees in the decision making process, you inevitably boost morale and increase job satisfaction. When staff contribute opinions and suggestions to improve processes, they work harder, more effectively and less begrudgingly. The delegation of decision-making is also a positive step forward for management, freeing them up to partake in other value-added activities. More often than not, employees come up with innovative and creative ways to approach new tasks and in the long run it could result in significant benefits for the business.
3. Offer regular training and development opportunities
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Employees that are given regular opportunities to further develop themselves and partake in training programs are motivated to perform and end up doing their job more efficiently. By aligning training to their individual development plans, you are helping to support their goals and ambitions and supporting their professional development.
4. Rewards and recognition Rewarding staff for their performance and recognizing achievements is essential when it comes to boosting morale and building employee motivation. Keep it simple, timely and fair. Make sure staff also share in the successes of the company too so that they feel that their contributions help to make up the bigger picture. As a manager, remember always that your attitude is contagious and the key to building staff motivation and morale is in ensuring that everyone has a voice and that their opinions and contributions are valued. It may be challenging but it is very rewarding. Not sure where to start? Contact the experts at CDL Insight Consulting for more information. Click like or share now. Tags:staff motivation, staff morale, engagement and retention
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Career Management – Helping Good Employees Become Amazing Employees Taking control of your own career ensures you are in the driver’s seat, however when a business invests so much time and money into recruiting the right staff, it is in their best interests to support employees in every way possible. Management that help staff to identify their interests and establish goals, pave the way for greater success and help good employees become amazing employees that you’ll want to retain for years to come. Career management benefits both the individual employee and the business.
Ongoing training and succession planning Well-trained employees are not only happier but work more productively and efficiently. When a business takes the time to offer ongoing training and ensures staff are skilled to perform in their roles, they effectively set themselves apart from the crowd and place their business on the front foot. It is essential too that there is never a single dependency when it comes to task allocation, so succession planning and cross skilling not only helps staff feel wanted and valued, but it ensures the business has backup and can continue to perform. When employees continue to grow they are able to make themselves available to a range of opportunities promptly and that helps the business continue to operate without delay.
Feedback and engagement Providing regular and timely feedback to staff is one aspect of management that is critical. It not only helps employees keep on track, but it ensures they
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are kept up to date with required information and essentially are taken on the journey with the business. When staff are engaged they respond more positively to instruction, no longer need to make assumptions about what is required of them and the business benefits from improved performance. When a business adopts the stance that information is necessary and empowering, it helps to create a working atmosphere that gives all employees a drive to achieve.
Staff retention in times of change Change is inevitable and any good business will know that change is essential to the growth and development of people. It is therefore important for management to consciously support their staff through change and closely monitor those who require additional guidance. The key to retaining employees in times of uncertainly is to keep them abreast of changes, offer additional training where necessary and encourage them to take on opportunities that will stretch them and expand their professional development. Career management is not only a task that an individual must own. Businesses who have a vested interest in developing their staff need to play their role too. By supporting staff, setting professional standards and offering room to grow, they will ensure that their employees develop into amazing workers that will want to stick around. Research shows that for every employee who resigns (often due to a perceived lack of career development), cost of replacement can be 3 x or more the employee’s salary. Additional and substantial costs will be incurred if they also take key customers with them to the competition. Career management is empowering and very rewarding. Contact the experts at CDL Insight Consulting for more information.
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Training Executives With The Emotional Intelligence Model The emotional intelligence model builds team effectiveness through strong, strategic leadership. CDL Insight identifies key leadership qualities, beyond business acumen, and applies a specialised 3x3x3 emotional intelligence model that builds upon essential skills required to manage a team of staff. Read on to find out how your business can benefit from our executive training today.
Emotional intelligence for superior leadership Emotional intelligence is a skill which can be continually built upon and improved for both personal and professional gain. Leaders who are trained through the emotional intelligence model will learn how to motivate, inspire and guide through example, resulting in a positive staff morale and desire to achieve positive results. Your business will benefit from emotional intelligence understanding at executive level, as it filters down through your staff, improving workplace productivity and pride in personal success.
The nine objectives of our Emotional Intelligence Model CDL Insight has developed a unique 3x3x3 executive coaching method which concentrates on nine objectives as follows:   
Three personal development objectives Three leadership development objectives Three corporate objectives
The areas of personal development are identified and confidentially addressed by the individual. The leadership and corporate focus is guided by the expertise of a highly experienced CDL emotional intelligence coach, who uses a mentoring support system to assist the executive to achieve clear objectives and goals. A report is compiled for review, to ensure that the objectives are met and maintained by the individual.
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Executives are matched with coaches based on their personality, seniority and profession, to ensure maximum coaching results.
Specific Leadership Skills In additional to technical skills and business knowledge, a good leader requires specific skills that are covered by the Emotional Intelligence Model. Utilising these skills, an executive can learn how to transform their behaviour into a leader that projects self-confidence, who is influential and has a compelling interpersonal connection with staff and clients. These skills can have a positive impact on your business, and sets an empowering example for your entire team of staff. Contact CDL Insight to find out more about how the how our executive leadership mentoring, utilising our emotional intelligence model, can assist your business today. Tags:emotional intelligence, executive training
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Contact CDL Insight Consulting: Auckland Telephone: + 64 9 300 3292 View map and location
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