“Individual skills are corporate assets. In total, they represent a company’s intellectual wealth directly tied to the bottom line. Superior skills are the weapons needed in the struggle to achieve competitive advantage.”


People Sciences’ Change Management effort is designed to communicate to staff members about the expectations, benefits, and responsibilities of the skills management initiative. PSI recognizes the possible apprehension of people regarding security, confidentiality, promotional opportunities and salary concerns. People Sciences regards this sensitivity as critical to success and elicits the cooperation and participation of all committed staff in this effort.

Many concerns are addressed in the tool itself such as in employee empowerment regarding the total ownership and protection of their personal assessments, the emphasis on training and development, divorcing skills management from performance activities, ability to flexibly build their own skills profile, constructive atmosphere of manager meetings and much more. The communication is embedded in the implementation and deployment plan, and is a constant effort to assure people of the positive nature of the overall program.

Change Management is communicated in the following ways:

1. Announcement memo from senior management.
2. Initial meetings with managers and key personnel.
3. Interviews with a functional cross-section of people and subject matter experts during the data gathering phase.
4. Role of the Skills Advisory Team regarding communicating to staff about content, policies and procedures.
5. Adoption of organizational culture into the data in the form of familiar titles, skills, and other elements.
6. Institutionalization of the process.
7. Adoption of constructive, non-threatening and familiar policies and procedures.
8. Training workshop attended by intact workgroups.
9. Deployment coaching and general support from key organizational and PSI consultants.
10. Mentoring of managers by PSI consultants.
11. Frequent communications, stressing benefits and values.
12. Clarified manager role and accountabilities.
13. Use of credible and proven competency models.
14. Clarified purpose such as training, performance, career, resource management.
15. The safeguard and use of the training budget.
16. Career development implications such as individual contributor ceiling vs. manager.
17. Involvement of HR and other constituencies with a stake in the initiative.
18. Skills acquisition policies such as reward for skills in short supply and cross train for areas with limited depth.
19. Create an atmosphere for success by piloting the tools, content and process, and incorporating changes resulting from feedback and observation.