Retaining employees for the long term within the framework of change management processes is a challenging management task. In change management processes, a fundamental distinction must be made between incremental change management and radical change management.
While incremental change happens continuously and is integrated into everyday work, radical change represents a strategic realignment of the company, which is predominantly associated with staff reductions and is intended to change the corporate culture. This is particularly true in the case of turnarounds, where cost-cutting programs play a crucial role in ensuring the long-term survival of the company.
Employees are more willing to go along with incremental change, also known as continuous improvement, than with radical change, as these could also be affected by staff reductions. This stirs up fears among employees and therefore often leads to high turnover. Therefore, it is important for management to actively involve employees in the changes to empower them to act as change agents so that they can actively shape the change. To do this, it is crucial to identify the key personnel that a company cannot do without. The management and key personnel are given the task of actively accompanying the company's employees on the journey of change so that the company can grow sustainably again from a lower level after the strategic realignment so that the remaining employees have a prosperous future.
Open communication and excellent transparency on the part of the management, which should also act as a unit, help to bring the employees along on the change journey in a targeted manner. However, experience has shown that 50% of all change management projects in the industry fail and 20% are implemented inadequately due to two crucial reasons, namely power struggles within management and resistance from employees. For this reason, it is imperative that a company's management team select a leadership coalition of similarly rational members who also have sufficient empathy to successfully manage the change management process, which must be done together with employees and should not be directed against them.
The guiding coalition should develop a common strategic vision and practice a participative way of working involving everyone, since the goal of transformation is to change the thinking of employees, and transformation can only be brought about together with employees.
Inhaltsverzeichnis (Table of Contents)
- INTRODUCTION
- THEORY
- EMPLOYEE RETENTION MANAGEMENT
- CHANGE MANAGEMENT APPROACHES TO RESTRUCTURING
- CORPORATE CULTURE AND CHANGE MANAGEMENT
- THEORIES TO GUIDE ACTION FOR RESTRUCTURING (RADICAL CHANGE)
- LEWINS 3-PHASE MODEL
- KOTTER'S 8-STEP MODEL
- KRÜGER'S FIVE-PHASE MODEL
- SCHMIDT-TANGER'S SIX-PHASE MODEL OF CHANGE
- LEAN SIX SIGMA AS A SYSTEM OF CONTINUOUS IMPROVEMENT (INCREMENTAL CHANGE)
- SIX SIGMA
- LEAN
- COMPOSITION OF TEAMS IN CHANGE PROCESSES
- BELBIN TEAM ROLES
- FIVE COLORS MODEL OF CALUWÉ AND VERMAAK
- CREATIVITY THEORY BY WALT DISNEY
- TEAM COMPOSITION BY DIVERSITY
- TEAM COMPOSITION IN THE GENERATION MIX
- TEAM COMPOSITION ACCORDING TO THE DISG MODEL
- TEAM COMPOSITION ACCORDING TO THE EIGHT INSIGHTS TYPES
- TEAM COMPOSITION ACCORDING TO MYERS BRIGGS' CHARACTER TYPES
- TEAM PHASES OF TEAM DEVELOPMENT
- LEADERSHIP
- DEFINITION OF LEADERSHIP
- COMPETENCIES OF A LEADER
- MANAGEMENT AND ITS DISTINCTION FROM LEADERSHIP
- LEADERSHIP STYLES
- ORGANIZATION AND ITS DIFFERENT FORMS
- FUNCTIONAL ORGANIZATIONAL LOGISTICS
- THE BUSINESS UNIT SEGMENTATION
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This book aims to share the author's extensive international experience in change management with readers, offering practical insights and knowledge for professional application. It focuses on the challenge of retaining employees during change management processes, particularly in the context of restructuring and strategic realignment.
- Employee retention strategies within the context of change management.
- Distinction between incremental and radical change management approaches.
- The role of corporate culture and leadership in managing change.
- Practical models and frameworks for successful change management processes.
- Importance of team dynamics and leadership styles in driving transformation.
Zusammenfassung der Kapitel (Chapter Summaries)
- Introduction: This chapter provides an overview of the book's purpose and scope. It sets the stage for the subsequent chapters by highlighting the importance of employee retention in change management processes.
- Theory: This chapter delves into the theoretical foundations of employee retention management and change management, exploring different approaches to restructuring and the role of corporate culture in managing change. It examines various models and frameworks, including Lewin's 3-Phase Model, Kotter's 8-Step Model, and Kruger's Five-Phase Model, which guide action during restructuring processes. The chapter also discusses Lean Six Sigma as a system of continuous improvement, highlighting the differences between Six Sigma and Lean approaches.
- Employee Retention Management: This chapter explores the critical aspects of employee retention management, emphasizing the importance of retaining key personnel during change management processes. It emphasizes the need for open communication, transparency, and active employee involvement in the change journey.
- Change Management Approaches to Restructuring: This chapter examines different approaches to restructuring, highlighting the distinction between incremental and radical change management. It discusses the challenges associated with radical change, such as staff reductions and employee resistance, and explores strategies to mitigate these challenges.
- Corporate Culture and Change Management: This chapter explores the complex relationship between corporate culture and change management. It examines how established cultures can influence the success of change initiatives and how leaders can foster a culture that embraces change and innovation.
- Theories to Guide Action for Restructuring (Radical Change): This chapter provides a deeper dive into various theories that guide restructuring efforts. It analyzes popular models like Lewin's 3-Phase Model, Kotter's 8-Step Model, Kruger's Five-Phase Model, and Schmidt-Tanger's Six-Phase Model of Change. Each model offers a distinct approach to implementing radical change, emphasizing different stages and considerations.
- Lean Six Sigma as a System of Continuous Improvement (Incremental Change): This chapter explores Lean Six Sigma as a framework for continuous improvement and contrasts it with radical change management. It dives into the individual aspects of Six Sigma and Lean, explaining how they work together to optimize processes and drive incremental change.
- Composition of Teams in Change Processes: This chapter analyzes the vital role of teams in successful change management. It examines different team composition models and theories, including Belbin Team Roles, the Five Colors Model of Caluwé and Vermaak, Walt Disney's Creativity Theory, and team composition based on diversity, generation mix, DISC model, Eight Insights Types, and Myers Briggs' character types.
- Team Phases of Team Development: This chapter explores the different phases of team development, outlining the dynamics and challenges that teams experience as they evolve from formation to maturity.
- Leadership: This chapter delves into the crucial aspect of leadership in change management. It defines leadership, identifies core leadership competencies, and distinguishes between leadership and management. The chapter also explores different leadership styles and their effectiveness in navigating change processes.
- Organization and Its Different Forms: This chapter examines different organizational structures and their impact on change management. It explores functional organizational logistics and the business unit segmentation, highlighting the strengths and weaknesses of each structure.
Schlüsselwörter (Keywords)
The core keywords of this book revolve around the intersection of employee retention and change management. This includes concepts like incremental and radical change, restructuring, corporate culture, leadership styles, team dynamics, Lean Six Sigma, and practical models for successful change implementation. The text delves into various theories related to change management, such as Lewin's 3-Phase Model, Kotter's 8-Step Model, and Kruger's Five-Phase Model, providing a comprehensive overview of the challenges and strategies involved in managing change effectively.
- Citar trabajo
- Prof. Dr. Michael Kurwan (Autor), 2023, Employee Retention in Change Management Processes. Practical Experience, Múnich, GRIN Verlag, https://www.grin.com/document/1348437
