As a result of change in their environment, people inevitably move through a predictable set of emotions, which causes a dip in productivity at the critical time in the project when gains in productivity are most needed. Jeitosa’s five stage methodology provides tools designed to reinforce the positive behaviors and minimize the negative ones to bring your organization quickly through the transition and to higher level of productivity. Download this datasheet to learn more about our Change Management approach.

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In this Jeitocast Karen Beaman interviews Mike Kent on change management, why it’s important, and why people should care about managing change. Mike talks about the key components of a change management program, who should be involved in the change management process, and who should manage the overall effort.

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In today’s business environment of “permanent white water,” every organization is always experiencing change. Small scale changes we mostly take in our normal stride. However, special expertise and processes are needed when dealing with the organizational, people, process, and technology aspects that occur with larger change efforts, such as new technologies or new systems implementation, in order to ensure minimal disruption to the business,. This presentation will help participants understand the role that HR plays in the process of change and provide some tools, tips, and best practices for more effectively managing change in the new digital, virtual, global, mobile world we now live in.

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Many of the HR professionals I speak with on a regular basis, tell me that their organizations can’t possibly afford to do any serious, formal change management programs now…

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There’s a term I like to use in discussions over the years with staff, colleagues and clients about change in work and in life: Permanent White Water.   Although it took on a different connotation during the investigation of the Clintons’ real estate dealings, both before and since that episode, it resonated with audiences of all types who were trying to deal with the realities of business and life today.

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In prior issues, we looked at Stages 1 and 2 of the Jeitosa Comprehensive Change Model (CCM) in some detail. This month, we’ll look at the third and final stage of the model. Stage 3 is the Detect Stage as depicted below. Like the other stages, it consists of four steps and each step contains several actions. In this stage, we measure progress and accomplishments, evaluate the impact and results, tweak the process based on what has been learned so far and celebrate our successes.

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Last edition, we started to look at the Jeitosa Comprehensive Change (CCM) model in some detail. I wrote about the steps in Stage 1 and what they entail. This month, we’ll look at the second stage of the model. Stage 2 is the Develop Stage. Like the other stages, it consists of four steps and each step contains several actions. In this stage, we develop the information, tools and plans needed to implement a comprehensive, effective change management plan.

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In prior columns, I wrote about the need to use a comprehensive model to insure that no essential element is forgotten or overlooked. As I mentioned, depending on the scope of the change and the culture of the organization, some tasks may be affirmatively curtailed or deleted. Each task, however, should be carefully considered before deletion. The failure to use a model is cited in several surveys as a major contributor to change efforts not achieving their full desired results.

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There is a saying that when life hands you a lemon, make lemonade. Well this year HR folks are definitely dealing with plenty of lemons: pay freezes, no bonuses, hiring freezes, RIFs (reductions in force), and pay cuts. So how do you turn all these negatives (lemons) into a positive (lemonade) for your company and its employees?

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Last month’s column talked about the need to have a comprehensive model for change management. Having a model that is used consistently throughout your organization insures that important steps are not overlooked in any change effort. Certainly, you may affirmatively decide to minimize or eliminate some tasks, especially if a particular change effort is small-scale or short-lived, but you would not want to overlook a particular task just because you failed to consider whether it was necessary.

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