{"id":280,"date":"2019-08-02T07:04:27","date_gmt":"2019-08-02T07:04:27","guid":{"rendered":"https:\/\/www.value-1a.com\/en\/?page_id=280"},"modified":"2019-08-02T07:04:27","modified_gmt":"2019-08-02T07:04:27","slug":"case","status":"publish","type":"page","link":"https:\/\/www.value-1a.com\/en\/change\/case","title":{"rendered":"Change management case studies"},"content":{"rendered":"

With the coming of the digital era, the superiority of technology has been put into the spot light, and in line with that there have been changes in organizations and policies, introducing systems etc., where the speed of changes in business have increased.
\nEven if the form of organization changes on a certain point in time, or a new system is brought on line from a certain date, unless the people there change their awareness and how they do things, you will never be able to achieve your goals. When people face change, everyone of them have to experience the process of mentally readapting. Organizations that can evolve provide support to help people gain such adapaibility.<\/p>\n

\"Change<\/p>\n\n\n\n\n\n<\/map>\n

We will introduce a cases of change management, where we supported transformation from people side of change.<\/p>\n

<\/div>\n

Case 1: Strengthen ability to lead HR transformation<\/h3>\n\n\n\n\n\n\n\n
Industry<\/th>\nGlobal brand<\/td>\n<\/tr>\n
Background<\/th>\nIn looking to introduce a new HR management system, there was a need for the HR business partners to gain a greater understanding of change management, and with that, support was required so the respective managers could take efforts, and have ownership in the introduction of the new HR management system<\/td>\n<\/tr>\n
Program implemented<\/th>\nMastering Change<\/a>, Facilitation Skills<\/td>\n<\/tr>\n
Audience<\/th>\nHR Business Partner<\/td>\n<\/tr>\n
Impact<\/th>\nIntroduction of the new HR management system\uff1dupon making assumptions on how people would respond to change, they were able to work together, closing the gap with the awareness and intentions of the managers, and as a result, the awareness of the people management has improved by managers in the field<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
<\/div>\n

Case 2: Strengthen employee ability to change<\/h3>\n\n\n\n\n\n\n\n
Industry<\/th>\nFinance Division of a global insurance company<\/td>\n<\/tr>\n
Background<\/th>\nIn association with the introduction of a new accounting system, they were scheduled to be transitioned into a strategic finance department. Along with that, there was a change in the roles and skill sets sought for. The Transformation Office was organized to handle team building and supporting the mental side of people\u2019s transfers associated with the organizational change.<\/td>\n<\/tr>\n
Program implemented<\/th>\nMastering Change<\/a><\/td>\n<\/tr>\n
Audience<\/th>\nAll employees<\/td>\n<\/tr>\n
Impact<\/th>\nGained hints on how to prepare for change to be faced in the future. Gain deeper mutual understanding among the members in the same team<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
<\/div>\n

Case 3: Strengthen manager ability to lead transformation<\/h3>\n\n\n\n\n\n\n\n
Industry<\/th>\nInformation service industry<\/td>\n<\/tr>\n
Background<\/th>\nWith 2 companies, with different corporate cultures and HR systems, being combined into 1 company, various policies, including payroll, we renewed, and there were numerous negative responses assumed for when presenting such. People managers were required to grasp the status of each of their staff, and lead, bring their team together, utilizing their leadership<\/td>\n<\/tr>\n
Program implemented<\/th>\nChange leadership<\/a><\/td>\n<\/tr>\n
Audience<\/th>\nPeople managers<\/td>\n<\/tr>\n
Impact<\/th>\nThey came to understand the methods for promoting and supporting their staff to overcome change, understanding how people respond to change. Also, they understood the steps for leading transformation, as well as the required thinking and skills, clarifying their priorities for their own inside out efforts.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
<\/div>\n

Case 4: Learn thinking and skills newly required by employees<\/h3>\n\n\n\n\n\n\n\n
Industry<\/th>\nManufacturer<\/td>\n<\/tr>\n
Background<\/th>\nThe program for employee performance management and evaluation had major changes made to it. Under the new system, managers were required to have high quality dialogs with staff, as well as feedback was required from managers to staff, and conversely from staff to managers, requiring the learning of thinking and skills for providing smooth feedback<\/td>\n<\/tr>\n
Program implemented<\/th>\nDeveloping a feedback culture<\/td>\n<\/tr>\n
Audience<\/th>\nAll employees<\/td>\n<\/tr>\n
Impact<\/th>\nAble to share within the company, what feedback is and why such is required. Gained hints into how to seek feedback yourself, how to receive feedback, and how to use such for personal growth<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

As for the program details, please feel free to make inquiries anytime.
\nInquiries<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

With the coming of the digital era, the superiority of technology has been put into the spot light, and in line with that there have been changes in organizations and policies, introducing systems etc., where the speed of changes in business have increased. Even if the form of organization changes on a certain point in … <\/p>\n

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