Purpose – This paper seeks to address the role and impact of employee engagement within an organization undergoing cultural transformation, addressing the issues of monitoring and increasing levels of staff engagement over time. Design/methodology/approach – The paper draws on in‐depth...

Purpose – This paper aims to inspire and support leaders wanting to change the culture of large and complex organizations by sharing what HSBC experienced in Argentina, describing how and why an entire organization recently went through 100 days of intense activity, significantly changing the...

Purpose – Organisational performance requires robust performance management, with the leadership skills and behaviours to bring the process to life. This paper seeks to address the challenge of how HR can get an understanding of the associated shift required within organisations....

Purpose – With the appointment of a new commissioner of police, there was an understanding that this UK regional police authority's environment and expectations – and the way in which it needs to interact with the public – were changing. In early 2009, ASK was appointed as a key partner to...

Purpose – This article intends to provide guidance to HR professionals and others involved in the planning and implementation of post‐merger integrations. It seeks to argue that successful integration requires an “art and science” based approach to organizational change, and to...

Purpose – This article aims to focus on a program that was designed to support a major international specialist publisher during a global organizational change program and to support individuals with their personal transitions. Design/methodology/approach – The program derived from a...

Many have heralded the new role of HR as the driver of organizational change, whether it be a restructuring, merger, acquisition or shift in corporate culture. If HR is to be successful in engaging employees through transitions and new initiatives it needs to embrace the role of change champion.

Too many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a result. Here, Bill McCarthy of human capital consultants Penna, addresses six common reasons why organizational change...

Andrew Dyos, HR director at Genesis Communications, explains how a unique board development program helped the company unite its leaders behind a new corporate vision and values.

In 1999, JT International was comprised of over 100 disparate companies. A global ERP (Enterprise Resource Planning) system was vital to transform the company into a modern multinational. Find out how HR and the change management team focused on the “people” side of change to ensure the...