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Stefanie Krievins - The Holistic Impact of Change Management
2025/3/27
HR Data Labs podcast
S
Stefanie Krievins
Stefanie Krievins: 我们专注于提升和再培训，方法是了解组织的未来方向，制定战略，制定运营计划，并将技能与组织的需求相匹配。我们使用各种教练项目、学习和发展以及在线课程来帮助人们了解并融入组织的未来。提升技能和再培训是两种不同的策略，提升技能是加深现有技能，再培训是将员工转移到不同的业务领域或职能部门。再培训是指将员工转移到不同的业务领域或职能部门，例如人力资源人员转到运营部门，或财务人员转到人力资源部门。提升技能是指员工在现有业务领域或职能部门中为新角色做准备，例如人力资源经理通过在线课程和认证学习来成为主管或人力资源业务伙伴。高管在不同业务领域之间流动已经很常见，战略思维、业绩驱动和跨部门管理能力是可转移的技能。高管需要学习的是特定级别的技术技能以及赢得团队尊重的能力，而赢得尊重则能建立信任，进而产生冲突，最终促成承诺和结果。招聘经理应该承认选择候选人的尴尬之处，并向未被选中的内部候选人解释原因，并提供提升或再培训的机会。新上任的领导者应该制定一个为期90天的计划，与所有在职人员和利益相关者建立联系，以建立信任、赢得尊重、展现正直和谦逊。为了让领导者能够更好地领导，需要将更多的责任和自主权下放到组织中，领导者不能让自己不可或缺，而应通过赋予下属更多责任来培养接班人。主动的继任计划和提升技能可以解决这个问题，让员工在领导者离开后能够接替其职位。经理限制责任和自主权的原因在于他们的不安全感，这与他们的性格类型有关，例如控制欲、完美主义或过度帮助他人。高管教练可以帮助经理了解自身局限，从而变得不那么短视，更客观。高质量的高管教练具有6:1的投资回报率。优秀的领导者能够将一个人的产出转化为五个人似的产出，这就是杠杆作用。没有明确的继任计划会给组织带来未知的风险，就像橄榄球运动员佩顿·曼宁受伤后，球队缺乏继任计划导致战绩下滑一样。我不明白为什么变革管理没有得到应有的重视和投资。公司通常在项目陷入困境后才寻求变革管理的帮助，这并非最佳时机，因为这会延长项目时间和成本。变革管理应该被视为加速团队工作效率的工具，而不是减缓团队工作效率的工具，并且需要进行重新定义。变革管理的预算应占项目总预算的10%到15%。可以使用AI来制定沟通计划，提高效率。
David Teretsky: (对Stefanie Krievins观点的回应和补充)
Dwight Brown: (对Stefanie Krievins观点的回应和补充)
supporting_evidences
Stefanie Krievins: 'So I was just reading an article on this yesterday, and I think it's important to clarify. Upskilling and reskilling, even though they're used synonymously, they're two different things.'
Stefanie Krievins: 'And when you look at the data behind executive coaching, executive coaching, credible, high-quality coaching has a six to one ROI.'
Stefanie Krievins: 'When you do not have an articulated succession plan, you're opening your organization up to a level of risk that you don't know until it happens.'
Stefanie Krievins: 'Because companies are calling us and asking us in once a project has stalled out. Yeah, that's not the right time.'
Stefanie Krievins: 'I've actually taught executives how to use AI to craft your communication plan using an existing strategic framework.'
Deep Dive
This chapter clarifies the difference between upskilling and reskilling, focusing on executive roles. It highlights the transferability of skills like strategic thinking and leadership, even across different business functions. The importance of earning trust and building relationships within a team is also emphasized.
- Upskilling deepens existing skills within a function; reskilling transitions to a different function.
- Transferable skills like strategic thinking are key for executive transitions.
- Building trust and respect is crucial for successful executive transitions.
Shownotes Transcript