Gloat’s senior Change and Enablement consultant shares her insights on the change management process – and why you’re ready for change, even if you don’t think you are!
There are a lot of factors that go into the design process; practicality, UX and compatibility are some of them, but Change Enablement often gets left out of the equation. Here’s why – and how – this should change.
The term “change management” is now mostly associated with dreary corporate directives that don’t really serve or connect with employees. There’s a reason for that – and a way to fix it.
Integration of new technologies – especially those that have the potential to introduce deep changes to people’s jobs and routines – can often be met with resistance. It’s not enough to simply make them available and to then assume they’ll be used; for real change to take root, it needs to be actively enabled and promoted. But where should you start?
Fostering professional growth is an important responsibility employers have today – but their work environments don’t always reflect that.
What do these environments look like?
Different providers are offering different takes on experiential learning and development. Under the hood, different approaches to talent and skill management make a huge difference.
To manage skills, you first need to know who’s capable of what, when, and where. For large enterprises, that’s a herculean task. But it doesn’t have to be.
What are skills, how do we attain them, and how can we master them? In a constantly changing technological environment, can anyone truly become an expert?
Career pathing provides huge benefits to both employees and employers – so why do companies expect their employees to shoulder the burden by themselves?
Whether they’re doctors, line workers, mechanics or cooks, huge swaths of many large organizations’ workforces are deskless. Is there a way to connect them to your tech-reliant HR ecosystem if they don’t work with a computer?
Large enterprises enjoy many advantages; extended resources, funds, manpower. But what are they worth if curiosity isn’t encouraged and supported on a company-culture level?
As companies’ needs change, so do their talent pools. But what if organizations were able to look at their workforces and instead ask, “What can we do with our existing resources”?
As organizations become increasingly reliant on big data and AI, it’s time to start thinking about your company’s data policy. Who is your AI really working for?
Hiring new talent while letting go of existing employees when their roles become obsolete is wasteful – and keeps companies from realizing their full potential. There’s a better way.
As we migrate from physical to digital spaces, organizational culture must also change to accommodate this new paradigm.
The way we approach work has radically changed over the last few years, but the tools we use are entrenched in old-world conventions. It’s time to reexamine.
Mentorships have a long and proud history in the development and nurturing of talent, and are an important tool in any HR toolbox. Today, with the COVID19 pandemic still raging, mentoring has the potential to answer a very new need.
It’s not enough to provide your people with training. Without any follow-through, reskilling your workforce loses its impact.
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