In summary, People-Centred Change creates a virtuous circle. It engages employees across the organisation in redesigning and refining workplace and organisational practices to reflect the evidence-based principles embodied in the four Elements. Each of the four Elements focuses on a specific bundle of workplace practices which empower employees in their day-to-day work, helping the organisation realise its strategic goals. In turn, the cumulative effect of these empowering workplace practices across the four Elements creates a self-sustaining momentum of innovation and improvement – the Fifth Element. This is only achieved when each of the four Elements acts in support of the others to form a whole system of mutually-reinforcing practices.
In the Practitioner Programme:
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The Jobs, Teams & Technology module shows that employees trusted to exercise autonomy and discretion in day-to-day work, including problem-solving and regular opportunities to face fresh challenges, are more likely to contribute positive ideas for change and to embrace new ways of working. Likewise self-organised teams can be positive contributors to change, especially when they already take responsibility for continuous improvement. | |
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The Employee-Driven Improvement and Innovation module emphasises the importance of workforce knowledge and creativity in enhancing and developing products, services and processes. The Employee-Driven Improvement and Innovation module explores practical ways in which employee ideas can be captured and utilised in organisational change processes, enhancing buy-in and reducing resistance. | |
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The Structures, Management and Processes module shows that management behaviours and performance expectations exert major influences on employees’ willingness and ability to engage positively with change; these factors must be considered carefully alongside the Engagement and Empowerment aspects of People-Centred Change. Likewise the generation of shared visions and creative ideas for change works best in organisations with minimal functional divisions and hierarchies. | |
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Employee Voice, especially when channelled through representative employee forums, can be a powerful resource within the Engagement and Empowerment aspects of People-Centred Change. The Co-Created Leadership & Employee Voice module explores how employee voice can be stimulated and used as a positive resource for change. | |
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These four Elements are interdependent, and when aligned with each other as a system of mutually reinforcing parts, they create the Fifth Element – a self-sustaining momentum of learning, improvement and innovation – achieved by empowering people throughout the organisation to use and develop their full range of knowledge, skill, experience and creativity in every aspect of their work. | |
Objectives
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