There are times when a consultant is brought in, and the results are stunning, with clear gains; and other times when it seems like the only gain is to the consultant’s bank account. How can managers make sure their engagements are all in the first group?
First, before bringing in an outsider, explore the skills, resources, and knowledge of your own staff.… Read the rest
How can you make employee surveys a real tool for change, at every level? There’s been a lot of practical research and trial-and-error; and we can conclude that there are things you can do which definitely work.
For many consultant, summarizing the data and providing recommendations is standard operating procedure, but it often leads to little action. That makes sense: most employees only get a little (if any) feedback, and the top managers are given a set of recommendations they can safely ignore or forget about.… Read the rest
Surveys can be used as a change tool in several ways —above and beyond the usual goal of gathering information.
First, simply having the survey tells people that change is coming, and that something will happen. That is a key part of the change process, known as “unfreezing,”which is needed for people to consider doing things differently.
One other subtle way that surveys affect change is by telling people what is considered most important.… Read the rest
Astute leadership can bring out synergies while avoiding collisions and steamrollers.
A KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits; and that study was by no means alone. Most mergers and acquisitions don’t deliver the goods, and many cause harm.
Mergers and acquisitions can be positive — and HR has a large role to play and making them work.… Read the rest
Companies are joined nearly every day, but often two companies end up weaker together than they were separately. Indeed, a KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits – and over half actually ended up reducing the value of the companies involved.
One of the main problems is that mergers and acquisitions are often planned and executed based on perceived cost savings or market synergies; rarely are the “people” and cultural issues considered.… Read the rest