24 Major Reasons Why People Resist Change
Self-interest, misunderstanding, fear of the unknown, cynicism, old habits and job security worries: why employees push back against change at work.
Planning, leadership, motivation, training and HR practices for managers and growing teams.
Self-interest, misunderstanding, fear of the unknown, cynicism, old habits and job security worries: why employees push back against change at work.
Observation, morale surveys, company records, counselling, opinion surveys and grievance tracking: practical ways to find out how your team feels.
Hold a proper interview, keep a constructive attitude, know your responsibility, think about long-term effects and respect human nature.
Discipline builds awareness, removes friction, improves employee relations, encourages a positive attitude and lifts morale. Why it matters at work.
Fringe benefits retain staff, motivate performance, meet employee and union demands, act as social security and improve human relations at work.
Bottom-up and top-down forecasting, the Delphi and nominal group techniques, productivity ratios and trend analysis: how HR predicts staffing needs.
Slow industrial growth, low worker literacy, cheap casual labour, weak unions, authoritarian culture and outdated technology: what held HRM back.
Individual, team, organisation, sector and national levels and more: how training needs are assessed at each level and why the level matters.
Leadership, sound judgement, emotional maturity, creativity and sharp analysis: the qualities that make a corporate trainer effective at work.
Strategic adviser, programme designer, change consultant, learning specialist, instructor and coach: the many hats an employee training manager wears.