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Overview: Due to technological advances, product changes, and quick shifting priorities, reorganizations due to change are happening faster and faster, affecting more people. No longer can someone count that after a reorganization there will be a lull of a few years between "reorgs" and "Things will go back to normal." In some companies, causing change is their business. In others, change is an everyday reality just to stay in business. Regardless of why change happens or even if it is for the best, organizational change can make employees feel as if they are working on a shifting sand dune and that is not a feeling most people get used to or enjoy.

Lastly, having a job does not necessarily cause unaffected employees to be grateful to "just have a job." Interestingly "stayers guilt" rarely translates into increased productivity and more likely causes decreased productivity sometimes going so far as to even cause sabotage. Failing to plan for employee confusion, distrust, unrest and even pushback is simply foolish.

Why should you attend: Change is the new normal and as such, companies have to deal with the effects it causes for its employees because people are generally change and certainly risk averse. Assuredly and certainly understandably so when change might concern their own jobs. Management must address not only the plans for business change, but also plans for how to manage the organizational change and its people both before and afterwards. Because people in the midst of organizational change more often than not do not act as they ordinarily would.

Reorganizations at their best, even when no one loses their job almost certainly cause jobs to change. Training, management, job duties, responsibilities all morph into forming new priorities, goals, responsibilities and even reporting relationships. It's not unusual for employees to see what they consider inexplicable changes, such as their manager now reports to someone who used to work for him or her beforehand. When work becomes confusing most people are hard wired to assume the worst.

Areas Covered in the Session:

• How and when to communicate changes
• How to handle the "I'm next" mindset
• Why shouting, yelling, pushback and hollering is a good thing in reorganization
• Why people assume the worst and can even refuse to see opportunities they know are real AND what you can do about it
• Why failing to heed WIFM is downright reckless
• How to determine if, how and when existing jobs and structures need to change.
• Assessing compensation based on new hybrid jobs.
• "But I'm doing 2 jobs now!" Handling compensation increase requests.
• How to train new and less experienced managers and train them fast
• Dealing with "stayer's guilt."
• Keeping talent from jumping ship.
• Dealing with the change resistant "mules" or those who sit down, and stay quiet but secretly refuse to get with the new program

Who Will Benefit:

• Managers
• Branch Managers
• Store Managers
• HR Generalists
• HR Managers
• Plant Managers
• Management
• Business Owners