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Career Transition, Outplacement and Mobility Change Management

Bounce Back: Increasing Workforce Resilience

Bounce Back: Increasing Workforce Resilience

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One of the most important things in change management is increasing workforce resilience. Comprehensively engage front-line managers. Front-line managers are at the leading edge of any change event. Give them direction and training specifically related to the change event. Their role is to identify team challenges and apply resilience-building key practices during one-on-one conversations with immediate reports.

Working today requires that we be change ready.

Markets shift, needs evolve and the competitive landscape is redrawn. Organizations need employees who can adapt, recover and remain productive in the midst of change, transition or uncertainty.

Once an organization has announced a restructuring, merger or new line of business, how do you ensure employees can absorb high levels of ambiguity, cope with change and stay focused on business? Today, change initiatives are a common fact of organizational life. However, the challenge of successfully implementing change remains. Change needs to be planned, carefully managed, monitored and measured.

Why It Matters

The stakes are hardly inconsequential. From the moment you announce news of change, you run the risk that workforce performance will suffer. Employees living with uncertainty for extended periods of time will at the least, experience confusion and anxiety that may impede productivity.

They may fear for the future security of their own jobs and may disengage. With its workforce distracted, the organization as a whole faces a cascading set of threats. Falling productivity imperils critical business functions, compromising customer service and satisfaction. Business performance can plummet.

Bounce-Back-Increase-Workforce-Resilience

Categories
Career Transition, Outplacement and Mobility Change Management

Get Social and Get Hired

Get Social and Get Hired

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Social networks are online platforms that allow individuals to curate, create and share content.

These networks allow users to communicate with each other and build relationships. The power behind social networks as a career management tool is its dynamic and seamless ability to connect employees and employers—radically changing how workers find jobs and how employers find workers.

Social networking is disruptive because it requires change to old behaviors. However, it offers a significant amount of career opportunity—connecting individuals who are linked by communication structures. Adoption is growing exponentially. No matter what your level, function, age, or career goals, you will want to use social networks to manage your reputation, create a professional online presence, expand conversations, grow and manage networking contacts, and attract new career opportunities.

Today, many employees—especially those in professional roles—are fairly well versed in the “where” of social networking, such as LinkedIn, Facebook, and Twitter. We know the “why”—personal branding, visibility, influence, credibility, trust. And the “what” is about conversation, credentialing, and sharing. But the “how” continues to stymie the efforts of a large majority. “Should I blog, tweet, pin, or post? How often? What should I say? Will I say something wrong and damage my reputation? I don’t have the time. I don’t understand the technology.”

This paper aims to address all your concerns and equip you with tips, tools, and best practices for using social media to get noticed and get hired.  Let’s get started!

Categories
Career Transition, Outplacement and Mobility Organizational Development

The Power of Social Networks

The Power of Social Networks

Let us help you turn
your workforce into a
true force

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Social media continues to be an essential element of career management and the engine driving talent acquisition.

Modern candidates use social networks to manage your reputation, create a professional online presence, expand conversations, grow and manage networking contacts, and attract new career opportunities.

The-Power-of-Social-Networks_LHH-Salary-Guide-2015

Categories
Career Transition, Outplacement and Mobility People Development

Not Everyone Wants to Be a Manager

Not Everyone Wants to Be a Manager

Let us help you turn
your workforce into a
true force

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Career success takes on many forms.

For some, it’s landing a management position. For others, it’s finding work-life balance or developing a very specialized expertise in one area. Still others like the variety lateral moves provide. Respect and acknowledge each employee’s definition of success, and keep individual contributors engaged. Whether they’re backroom, frontline, low or high profile, individual contributors are the backbone of an organization and, as such, should not be relegated to stagnation but valued and nurtured through customized development and growth opportunities.

Interested? see this article on latest employment trends!

Not-Everyone-Wants-to-Be-a-Manager

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