Course: Workplace Strategy-Change and the Hybrid World

Change in our Risk prone world of work

Premise: we are at the precipice of profound change, with our technology, 4IR,Covid-19, and human interaction. How do we navigate these risk orientated new paradigms with quality change management?

Learn about key topics and competencies of change in the context of:

Workplace Strategy ; implementation and design for the Hybrid world

Change Programme delivery

BCM (business continuity management) and Applied Risk, Applied change management, Organisational change for Covid and 4IR, Communications,Stakeholder management, Culture transformation

.Who is it for?

– Divisional leaders aiming to get clear perspective on Change Management in the context of BCM, organisational change for 4IR and Covid.

-Senior managers/managers in charge of programmes

-Specialists and operational project people –

-Key stakeholder groups experiencing significant organizational

changes

Program agenda

-Change in the context of Applied Organisational Risk Management, and BCM,?

• what is ERM and BCM in the modern context
• How is BCM an enabler of Culture Change
• How does change management manifest in BCM and applied risk

– Change assurance and portfolio management in the context of 4IR.

-People change metrics, Managing change and resistance

-Methods and diagrams

Frameworks, step by step guides, diagrams dashboards, insights and technqiues.

The new roles, of change specialists , and others for enabling organisations

– Internal vs external communications, the re-appearance of Stakeholder Management

• Integrating the organisation
• tech, risk and data

Culture change

-The enterprise culture context and purpose

-The enterprise culture change framework

– ‘Retention’ and value

Apply

– Techniques and theories aligned with Prosci

– Develop and utilise frameworks

– Understand metrics

What’s in it for you?

– Progressive and contemporary theory

-Cutting edge techniques for ROI .Participants will receive thorough and detailed handout material to take with them, which will put them at the front of their teams and any challenges they may face.

-CPD

-Increase your bill-ability

After the Program

You will get project-specific support from us, assess your

This as an opportunity to be ready for the present and the future, not to be missed.

Name(required)

Email(required)

Phone Number

How did you hear about us?

Search Engine Social Media TV Radio Friend or Family

Other Details

Send

Δ

Course Offering

Change in our New and Risk Prone world of work

Change in our Risk prone world of work

Premise: we are at the precipice of profound change, with our technology, 4IR,Covid-19, and human interaction. How do we navigate these risk orientated new paradigms with quality change management?

Learn about key topics and competencies of change in the context of:

BCM (business continuity management) and Applied Risk, Applied change management, Organisational change for Covid and 4IR, Communications,Stakeholder management, Culture transformation

.Who is it for?

– Divisional leaders aiming to get clear perspective on Change Management in the context of BCM, organisational change for 4IR and Covid.

-Senior managers/managers in charge of programmes

-Specialists and operational project people –

-Key stakeholder groups experiencing significant organizational

changes

Program agenda

-Change in the context of Applied Organisational Risk Management, and BCM,?

• what is ERM and BCM in the modern context
• How is BCM an enabler of Culture Change
• How does change management manifest in BCM and applied risk

– Change assurance and portfolio management in the context of 4IR.

-People change metrics, Managing change and resistance

-Methods and diagrams

Frameworks, step by step guides, diagrams dashboards, insights and technqiues.

The new roles, of change specialists , and others for enabling organisations

– Internal vs external communications, the re-appearance of Stakeholder Management

• Integrating the organisation
• tech, risk and data

Culture change

-The enterprise culture context and purpose

-The enterprise culture change framework

– ‘Retention’ and value

Apply

– Techniques and theories aligned with Prosci

– Develop and utilise frameworks

– Understand metrics

What’s in it for you?

– Progressive and contemporary theory

-Cutting edge techniques for ROI .Participants will receive thorough and detailed handout material to take with them, which will put them at the front of their teams and any challenges they may face.

-CPD

-Increase your bill-ability

After the Program

You will get project-specific support from us, assess your

This as an opportunity to be ready for the present and the future, not to be missed.

Name(required)

Email(required)

Phone Number

How did you hear about us?

Search Engine Social Media TV Radio Friend or Family

Other Details

Send

Δ

New Experts; Forensics,HR, Data,Internal Audit and Human Capital

Article courtesies; *Memeburn

 

There is a new role emerging for people at the cross-road of of people, internal audit, and techonology….

Engaging employees to build organisational trust is essential, but:

if an employee visits the Human Resources Department with allegations that a colleague sent them offensive emails? What if the suspected employee deleted certain files from their computer? What would you do?

Digital Forensics can retrieve deleted files and allow HR professionals to make decisions based on facts. The above scenario is just one example of an incident that HR professionals might encounter within their organization. Suspected employee misconduct is sometimes not fully investigated to confirm or deny any allegations, it is important for HR Professionals to understand the nature of IT evidence. Simply browsing an employee’s computer or asking the IT staff to supply email files for HR review will sometimes not be sufficient to uncover the real facts in a case.

Whenever IT is involved, an employee investigation should follow the chain of custody procedures where the original evidence should never be analyzed or tampered with but secured in a forensics manner, in most cases a forensic copy of the original evidence must be used in an investigation. Following the chain of custody procedures is not an option but a rule which every organization must be compliant with in order to ensure admissibility of evidence in a court of law.

The following are just a few selected examples of HR incidents that might require digital forensics analysis:

• Fraudulent activities
• Unfair dismissal
• Breach of contract
• Intellectual property theft
• Offensive communication
• Discrimination
• Viewing inappropriate material
• Harassment

Even the most careful and articulate employee will leave traces showing their actions and intentions. The key is to collect and preserve this information and then identify the suspect’s IT related activities that will establish facts and a timeline related to the allegations. There are a variety of different potential sources that might contain relevant digital evidence. Examples of corporate IT equipment used by employees include computers, mobile phones, servers, tablets such as iPads. Examination of company owned devices can show and explain the – who, what, when, why and where.

It is important to develop a set of Standard Operating Procedures for HR investigations so that untrained individuals know what to do during these situations. HR Professionals should work with the IT department to ensure that IT evidence is retrieved in a forensically sound manner. This must be done by trained staff or external consultants.

It is important that the individual covering this takes down detailed notes from the beginning to ensure all actions taken are fully documented — preferably in a notepad with numbered pages, in addition the time and date should also be recording for each action/step. This will help ensure that if this information is admissible in court.

Once you have identified a potential risk it is important to get advice from a forensic expert to ensure the situation is dealt with correctly. It is important to minimize access to the IT evidence to avoid the risk of losing potential evidence.

HR Professionals should be aware of the role of Digital Forensics and how it can help confirm or deny employee allegations or misconduct. Adhering to Digital Forensic procedures that are based on the chain of custody rule will also protect the organization in case of legal or noncompliance proceedings.

Revisiting Quality: Business,Stakeholder relations and HR

Sought after Brands in any market, and , indeed in the financial services market, need to balance exclusivity with inclusiveness in their retention strategy,

In an economy plagued by poor results and performance, it is now unavoidable to re-visit the issue of quality. This of course, means that the traditional areas of internal audit, Risk, governance should be given special attention.

Retention is key both from an HR strategy point of view as well as a client strategy point of view, and the best routes towards those goals should be found along the traditional lines of relationship integrity, both internally and externally.

Low rates of transactionalism can be turned around by increasing the degree of quality in business relations.

In people analytics, relational metrics are now being given more attention. Change assurance is another specialist area that can provide the degree of integrity necessary to execute on Operational strategies.

If you would like to know more or book session to talk about this, call Saul on 0824192299.

Business Transformation – harnessing the common denominator

Business transformation is the new plateau in the working world, its the common denominator which is crossing silos’ and allowing competency growth.

Most organisations carry the siloed values created at universities, however, the reality of business transformation is expanding competencies and departmental job architecture’s to integrate more, and broaden the scope for specialist engagement.

Finally, the need to look at technological, people and organisational changes has received its modus operandi all within the same ambit.

Its an area Spectrumnovus offers streamlined and high impact services. With the vision of interdisciplinary exposure business transformation requires expertise in:

– Stakeholder management

– competency analysis

-PMO

-risk and governance

-retention

-Organisational design

-change and communication

-business analysis

-diversity

Highly likely that your role or personal interests are affected by such a trend, in which case you should get in touch on 0824192299 and book an appointment with the principal specialist.

Getting Performance Management to Perform

In the current climate of focus on operational efficiency and strategic alignment in optimising costs, the enabler of performance management is generally being given a lot of attention, specifically, in HR.

The question arises how to progress at the juncture of BI dashboards, impersonal score cards and inter relational appraisals.

From a people analytics point of view, the subtlety of developing metrics that can harness quality data in a way that has working levers is a key issue. Knowing what and how to measure individual performance relative to organisational performance is a kicker.

As a specialist, Spectrumnovus has developed cutting edge insight into key areas of concern:

• How to develop such metrics,
• How to fit them into the strategy
• How to operationalise them in context for ROI
• How to integrate the qualitative /quantitative data

It can be a daunting task but there are experts who have walked this path to help.

Applying Agile in HR

Agile is fast becoming the schematic and cultural norm for teams and institutions. As HR becomes more of a strategic lever in the business world, it now is imperative to adapt to the modern landscape of strategy execution.

The annual or traditional, and cyclical features of HR operations  may be transposed into an agile format through:

• conducting retrospectives,
• emulating or simulating agile workforce environments,
• Shifting from behavioural norms of ‘humanistic heroism’ to ‘collaborative and inidividualistic achievement’
• enhacing employee engagement techniques,
• employing specialists

The point is, as long as these operational schemas are accurately mapped to HR operating strategy, and ultimately the business operating model and its corresponding strategy, then the process should be systemically and functionally sound.

Having a well designed organisational process arhcitecture will facilitate better data harmonisation with the IT and software platforms that are inevitably part of the modern people managment landscape.

 

Companies Require Glue to hold it Together

In both the organisational and maŕket context some professionals play the role of ‘the glue’.

It may be M&A related, it may be strategic from a structural perspective, but there is increasinlgy a need to keep all the parts of the machine properly working together, and to link the external or the strategic, with internal or the operational.

You find them as client engagement leads, Internal and external stakeholder specialists, pmo experts, data and HR and culture, project managers, tech experts etc. an increasingly important attribute in an increasingly fragmented world.

Change agents, social scientists, communications, behavioural specialists, HR technology, maths majors, Management consultants.

Only some people are happy to occupy this role, and when you find them, you have most certainly found gold.

Multidisiciplinary capability is often only executable by people with rare skills sets, so pay attention when these people arrive at doorstep, as they normally can see things others cannot see.

 

The Changing Face of Asset Management

                                                                                                         

By Saul Rosenberg

In the fashion of Spectrumnovus, some insights to follow have been distilled from top tier and advisory research in an agile format that caters for a range of interests across the value chain.

The current shift of change in financial services has been amplified in Asset Management. Factors are converging to force asset managers to cope with inevtible and rapid change.

Market dynamics, and economic trends are creating an environment that demands of Asset managers  to hone in on competative positioning. Growth in AUM will have to sustain the investment in R&D required to offset risks emerging in lower asset prices,lower fees, higher regulation, more trasnparency, beta, and longer living HNWIs.

Managers will need to rethink their strategy, optimise their operations, innovate new products, re-work their margins, galvinise their business models. Of course Technology will grow ever more apartof the offering. The resultant emphasis on the quality of human relationships and the efficiency and quality of data processesing.

Asset management business models that haven’t would need to look at how to diversify the corporate identity, to align with cultural diversity, for better brand loyalty. Millenial predispositions, will only grow in importance in asset management, and so ease of doing business will become more important if they want to diversify their market segmentation.

At the very least, enabling a fluidity in the organisational structures, malleability in processes, through effective communications, will be the mechanism to accomodate adjustments that need to be made during this emerging period of re-conditioning.

 

Retention: the missing link

Within the current climate of re-negotiation in the relationships with the institution, in financial services, and across sectors, the issue of retention is something that is emerging as the key in sustaining economic and strategic ROI.

Initiatives in Retention of customers, and retention of employees are in disparate departments, yet an understanding of the trend common to both is essential to enable a successful business in the 4th industrial revolution.

The silos within organisations allow for specialists to integrate a culture of retention within organisational structures. However, it is the successful specialist who understands why the business needs to retain its employees in order to retain its customer market share.

Internally there is growth in Areas such as performance and recognition, externally in terms of client specialists. They align with the common golden thread, i.e. ‘brand loyalty’. Something people skilled in stakeholder management and communications  understand very well.

What did we learn in the enterprise darkness of the 80s? An answer now only being realized is a formalised union of the individual and the institution in the 4th industrial revolution.