Transitions in the Workplace
Tuesday, 19 March 2019
Creating an Implementation Strategy
The economic downturn at the end of the last decade changed the business landscape. Most organizations were forced to adapt to severe budget and resource cuts in order to survive, with many making hard decisions to shut down poor performing business units and dramatically reduce workforces. Such extraordinary, fundamental shifts in business have compelled us to re-evaluate not only our business models but how we manage our workforces in an environment that is constantly in flux.
s companies adapt and seek opportunities to succeed, they are finding workforce agility and flexibility key to maintaining a competitive edge. When facing continual change, organizations need to adopt a new perspective to managing transitions that demonstrates good will, a commitment to their workforce, ensures business continuity, the ability to respond to growth opportunities and sustains high levels of customer satisfaction.
This paper draws on the expertise of three professionals in the employee relations and career transition and outplacement management fields: Greg Simpson, Vice President of Career Transition Services for DBM in North America; Elizabeth Seigerman, Vice President of Employee Relations at American Express; and Lisa Gamble, Vice President of Career Transition Services for DBM in U.S. and Mexico. Simpson and Gamble have seen first-hand how companies have managed, or mismanaged, transition periods, while Seigerman helped American Express’ employees weather economic turmoil and the uncertainty that came with it.
This paper will address:
- The new business reality created by the economic downturn
- Implications for managing talent and transitions in the “new normal”
- What companies are doing differently in the face of economic uncertainty
- Five best practices to create a transition implementation strategy for managing complex changes in the new business reality
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