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