"The industrial landscape is already littered with remains of once successful
companies that could not adapt their strategic vision to altered conditions of competition."
Abernathy
This quote should resonate with any business executive, principal or owner because the ability to not only manage internal change but to also adapt to changing
external environments is critical in today's business world. To be successful, companies must adopt the philosophy that change is not only inevitable
but also crucial to survival.
By Aviel Selkovits, Business Development Coordinator
Picture this. Your organization is without a broad, long-term strategy (or one has not been effectively communicated at all levels).
Senior management makes a large-scale change affecting all employees. Employees resist this change and become unhappy. Your overall service
quality drops, profits fall, and you're now dealing with turnover. It's not a pretty picture, but this is something faced by all organizations
at one time or another.
THE
HILL GROUP
has worked with various clients for 51 years concerning this issue, and we have found that employee satisfaction is directly correlated
to two very important and very costly issues: employee retention and overall service quality. Simply put,
if your employees are happy they will remain
loyal to your company and their performance will be heightened. One of the biggest impacts of employee satisfaction is change in the workplace.
Planning for a system-wide, organizational change is difficult for even the most robust and well-grounded organization. When a system change plan involves 128 educational programs, hundreds of health care institutions, and multi-dimensional public sector commitment, the road to consensus and planning can be long and complicated. Such a situation calls for the commitment of top leaders, a central vision, and most importantly, an empowering call to action.
As one of Pennsylvania's largest employers, the health care industry is a critical and driving force of the state's economy. According to the Hospital and Healthsystem
Association of Pennsylvania, the hospital sector alone provides $56 billion in direct and secondary contributions to the state's economy and impacts the employment of over 500,000 professionals. Unfortunately, Pennsylvania is faced with severe labor shortages reaching crisis levels in occupations such as nursing, medical imaging, pharmacy, respiratory therapy and direct
care.
Measurement Tools for Successful Change Management
By Matt Stanczak, Consultant
Sierra Pacific Resources (SPR) is the largest utility provider in the state of Nevada. Its two utilities, Nevada Power Company and Sierra Pacific Power Company, provide electric and gas service to more than one million customers covering over 50,000 square miles in Nevada and California. The two utility companies merged under SPR in 1999. Since the merger, Sierra Pacific Resources has been managing cultural and operational change to provide Nevadans with the best utility service available.
Bringing the two operations under one parent is an ambitious project in change management. Both utilities have distinguished records of providing Nevada with utility service. Sierra Pacific Power has been operating for more than 140 years and currently employs over 1,200 employees. Nevada Power Company has been in business for almost 100 years and employs some 1,700 employees. Both have proud records of service.
These materials have been prepared for educational and information purposes only. They are not consulting
or legal advice or opinions on any specific matters. Transmission of the information is not intended to create, and receipt does not constitute, a consultant-client
or attorney-client relationship between The Hill Group, Inc. and any recipient of this material. Readers should not act upon this information without seeking professional advice.
