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Involving staff in change initiatives at GASCO: Enhancing employee engagement through long‐term commitment opportunities

Bartridge, Tom - In: Strategic HR Review 5 (2006) 4, pp. 16-19

Tom Bartridge, a change management consultant and previously team leader on the GASCO 21 merger project, shows how GASCO actively involved its employees in all stages of a major change process, resulting in an established brand, engaged employees and a successful, long‐term merger.

Persistent link: https://www.econbiz.de/10015014935

Creating leaders for successful change management

Kilkelly, Eddie - In: Strategic HR Review 13 (2014) 3, pp. 127-129

often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study …

Persistent link: https://www.econbiz.de/10015015681

CEO leadership learning during our global pandemic: voices from the C-suite

Longenecker, Clinton; Wittmer, Jenell Lynn-Senter - In: Strategic HR Review 21 (2022) 2, pp. 63-68

Purpose This study answers the question, “What are the learning experiences and drivers that provide CEOs with the knowledge, skills, and abilities that will allow them to lead their enterprises through crises?” Design/methodology/approach Thirty chief executive officer (CEO) interviews were...

Persistent link: https://www.econbiz.de/10015015736

Learning strategies for a changing workforce

Hoyle, Robin - In: Strategic HR Review 16 (2017) 6, pp. 255-260

Purpose The purpose of this viewpoint is to highlight the generational difference in the workplace and how blanket learning strategies no longer work. Design/methodology/approach Working with four generations of the same family may be only a mathematical possibility in real life, as the...

Persistent link: https://www.econbiz.de/10015016094

Igniting business performance through transformational coaching

Gaskell, Carole; Logan, Janet; Nicholls, Lyn - In: Strategic HR Review 11 (2011) 1, pp. 18-24

Purpose – This case study aims to explore how coaching capability and leadership behaviors were developed at Ageas UK …/methodology/approach – Following its introduction in early 2010, the Full Potential Group “High performance through coaching” program continues to … coaching into Ageas' company culture and making it stick long‐term are: pro‐active support from the board and senior management …

Persistent link: https://www.econbiz.de/10015015179

Employee engagement welcomes the dawn of an empowerment culture

Cattermole, Gary; Johnson, Jaime; Roberts, Karen - In: Strategic HR Review 12 (2013) 5, pp. 250-254

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...

Persistent link: https://www.econbiz.de/10015015852

How we transformed our culture in 100 days: the story behind an intensive culture change program at HSBC Argentina

Losada, Antonio; Bajer, Javier - In: Strategic HR Review 8 (2009) 5, pp. 18-22

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...

Persistent link: https://www.econbiz.de/10015015082

Embedding performance management: understanding the enablers for change

Colville, Kieran; Millner, David - In: Strategic HR Review 10 (2011) 1, pp. 35-40

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....

Persistent link: https://www.econbiz.de/10015015152

A force for change: a case study in leading and implementing change within a regional police authority

Franckeiss, Anton - In: Strategic HR Review 10 (2011) 5, pp. 23-27

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...

Persistent link: https://www.econbiz.de/10015015170

Post‐merger integration the art and science way

Schroeder, Harold - In: Strategic HR Review 11 (2012) 5, pp. 272-277

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...

Persistent link: https://www.econbiz.de/10015015200

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