Learning outcomes
Training Introduction
Organisations are facing unprecedented challenges, from concerns about potential trade wars, Brexit, merger and acquisition activity and the potential challenges of artificial intelligence. In addition, many industries are facing pressure from disruptor’s and consequently many need to change quickly to survive. These issues are putting pressure on revenue and profits and creating increasing uncertainty with executive management and employees. As companies develop different strategies to deal with these challenges; whether it be strategic transformation, organizational restructuring and\or major IT investments, the one constant is how to deal with the change.
Change impacts strategy, systems, technology, processes and people, so we can’t get away from it. Many of us will have already been through some form of change and our experiences may not have been great. Research consistently shows that between 50-70% of change\transformation programmes fail and there are many reasons for this.
This change management programme will identify what you need to do at an organizational and individual level to improve the chances of change programmes delivering. The solutions are often complex and to deal with this, we will be sharing the latest research and actual case studies on where change was both a success and a failure,
so that we can all learn on how to address change.
This programme will be practical with some reference to concepts but the focus will be on examples of where change works and where it fails. It will also be highly interactive, with case studies, exercises and participants are encouraged to share their experiences of change programmes and reflect on what can be done differently to improve their success. To get the best out of this programme you should have some experience in the basic concepts of change management and the problems of going through a change process.
Key Takeaways
• Ability to lead and engage your teams through change
• How to keep stakeholders engaged through the change process
• Harness the positivity of change and minimize the negatives we associate with change
• Be able to perform the role of a change or transformation manager
• How to implement a successful change programme
Training Schedule
Day one
08:30 Registration, Welcome Tea, Coffee, Networking
09:00 Reflect on business challenges and the impact of VUCA
11:00 Tea, Coffee, Networking
11:15 Update on the latest research on change and the key change models
12:30 Luncheon
13:30 Managing Change at the individual level
14:30 Managing Change at a team level
15:30 Tea, Coffee, Networking
15:50 Change readiness
17:00 Summary and conclusion, End of Day 1
Day two
08:45 Tea, Coffee, Networking
09:00 Change management process
10:30 Tea, Coffee, Networking
10:45 Key factors in Successful change
11:30 Communication Implementation
12:30 Luncheon
13:30 Addressing resistance to change from management and employees
15:00 Tea, Coffee, Networking
15:15 Change readiness
17:00 End of Day 2
Training Program
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Get to know the Expert Trainer
Tom Raftery has over 35 years human resource and change management experience. Ove the last few years he set up his own human capital consulting company – it’s all about people – utilising his extensive experience in HR strategy, processes and systems, organisational design, leadership development, change management and compensation and benefits.
Prior to this, he was VP HR for Arc International, the world’s largest glass and tableware manufacturer and was responsible for a workforce stretching from Japan to Africa, based in Dubai. In addition to this, Tom was the head of HR for a major division of British Aerospace and HR Manager for a subsidiary of Sedgwick Forbes, the insurance company, based in Athens. Tom has extensive consulting experience gained working for Towers Watson, Meirc, Arthur Andersen and
his own consulting company. He has worked on several change management projects for both Andersen and Watson white, in both the public and private sector.
Tom’s mixture of senior line management and consulting experience has given him experience with a wide range of change management methodologies and frameworks and how to effectively implement them. In his recent roles, he has been heavily involved in managing change from the restructuring of the company strategic measurement framework, developing a new customer relations management programmes and implementing a change programme for a public sector company to become private.
Tom has a degree in industrial sociology, an MBA from Warwick University and is a member of and certified trainer for the Society of Human Resource management and the Chartered Institute of Personnel Management. He has presented at various conferences and runs several training courses in Europe and the Middle East and is an engaging facilitator and trainer.
Who should attend?
- Heads of Function
- Business Managers
- Operations and other Directors
- CEO\COO
- Finance Mangers
- Change Managers
- Various HR positions: managers, OD specialists and HR directors\VPs.
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FAQ
The client has the right to cancel his/her registration in the event.
There is a 50% liability on all conference registrations once made, whether the booking was made through our website or via e–mail/ telephone/ fax.
If the client cancels with more than 8 weeks’s advance notice, GLC shall be entitled to an amount equivalent to 50% of the conference fee and 16 EUR administration charge. In case the client has already made his/her payment, this will be deducted from the conference fee GLC has already received and the remainder will be refunded. If no conference fee has been received prior to the cancellation request, GLC will issue an invoice for the cancellation fee (the amount equivalent to 50% of the conference fee and 16 EUR administration charge), which the client must pay immediately upon receipt. No refunds are available for cancellations received with 8 week’s (or less) advance notice or in case the client fails to attend the conference. In these cases, the full amount of the conference fee must be paid.
- Get the timing right.
Many people are afraid to request for training budget, because they can’t seem to find the “perfect time” to do it. Well, there’s no perfect time to ask for it, but there are definitely some moments that are better than others. For instance, if your boss is about to take a two week vacation, he/she might be in a good mood. If he/she just lost a major account, may not be wise at that juncture. - Make a case for yourself
When you ask for budget, you should be prepared with specific details and explanations about what is in it for the company and you’re superior. If you go into a meeting and just say, “I want to get budget for a conference,” it’s likely that your request won’t be taken seriously. If you want to plan ahead, then you should be prepared to explain the following points:
1. Start by stating your accomplishments
2. Show that you’re ready for more responsibility and eager to learn
3. Describe:
a) How this event will increase your productivity?
b) How you will need less supervision
c) How you can bring back the knowledge to the company
4. Follow up