netrashetty
Netra Shetty
Towers Perrin was a professional services firm specialising in human resources and financial services consulting, which merged in January 2010 with Watson Wyatt to form Towers Watson. The firm was a provider of reinsurance intermediary services, and are active in the actuarial consulting arena with their Tillinghast insurance consulting practice
CEO
Mark Mactas
CFO
Robert Hogan
Legal, Secretary
Kevin Young
Human Capital
DL
Human Capital Group
JF
Risk & Financial Services
TG
A systems look at organizational performance measurement has become one of the most important management tools for continuous improvement effort available to top managers today. This tool provides feedback and responses to the questions regarding how well the organization is performing, whether it has met its stated objectives, and how much it has improved. The measurements this system produces play a vital role in providing insight to the decision-makers about the effectiveness of any management interventions.
A Five-Step Process to Develop a Holistic Perspective
The successful development of this systems perspective can be described as this five-step process.
Prepare the top management team to plan. Here they will consider the mission, vision, values, current performance levels, and any past initiatives or improvement interventions.
Develop the goals and objectives.
Complete the planning and Implementation with consideration to problem solving and the structure of the organization.
Determine the specifics of the performance improvement measurement component.
Define the accountability mechanism with consideration describing the timing and content of the regular review sessions and the rewards and recognition policies that will apply.
Since this process if referring to the top management, a common thread throughout this time is management visibility and leadership by example where the top management is modeling the behavior they are seeking to establish throughout the organization.
Today, nonprofit organizations are increasingly called upon to make dramatic changes in response to emerging needs, decreasing revenues and external pressures. Simply put, change management is the ordered approach to transitioning from the present state to a desired future state. By utilizing standard change management techniques, nonprofit leaders can ease some discomfort of change and achieve change in less time.
ADKAR Model for Individual Change Management
In his 2006 book ADKAR: A Model for Change in Business, Government and Our Community, Jeffrey M. Hiatt outlines the ADKAR model designed by Prosci Research that begins once a change has been identified:
Awareness of the need for change
Desire to support and participate in the change
Knowledge of how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
These are the “building blocks” of change for individuals, says Hiatt, and are experienced in order. Regardless of how big or small the change is, individuals will always be on the receiving end. Giving individuals the tools to adequately fulfill each element will minimize resistance.
Harvard Business School Professor John P. Kotter offers an eight step process in his book Leading Change (2006):
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
In an article published in the March/April issue of the Harvard Business Review called “Leading Change: Why Transformation Efforts Fail,” Kotter cautions that the process of change requires a “considerable amount of time” and will fail overall without success in each step.
CEO
Mark Mactas
CFO
Robert Hogan
Legal, Secretary
Kevin Young
Human Capital
DL
Human Capital Group
JF
Risk & Financial Services
TG
A systems look at organizational performance measurement has become one of the most important management tools for continuous improvement effort available to top managers today. This tool provides feedback and responses to the questions regarding how well the organization is performing, whether it has met its stated objectives, and how much it has improved. The measurements this system produces play a vital role in providing insight to the decision-makers about the effectiveness of any management interventions.
A Five-Step Process to Develop a Holistic Perspective
The successful development of this systems perspective can be described as this five-step process.
Prepare the top management team to plan. Here they will consider the mission, vision, values, current performance levels, and any past initiatives or improvement interventions.
Develop the goals and objectives.
Complete the planning and Implementation with consideration to problem solving and the structure of the organization.
Determine the specifics of the performance improvement measurement component.
Define the accountability mechanism with consideration describing the timing and content of the regular review sessions and the rewards and recognition policies that will apply.
Since this process if referring to the top management, a common thread throughout this time is management visibility and leadership by example where the top management is modeling the behavior they are seeking to establish throughout the organization.
Today, nonprofit organizations are increasingly called upon to make dramatic changes in response to emerging needs, decreasing revenues and external pressures. Simply put, change management is the ordered approach to transitioning from the present state to a desired future state. By utilizing standard change management techniques, nonprofit leaders can ease some discomfort of change and achieve change in less time.
ADKAR Model for Individual Change Management
In his 2006 book ADKAR: A Model for Change in Business, Government and Our Community, Jeffrey M. Hiatt outlines the ADKAR model designed by Prosci Research that begins once a change has been identified:
Awareness of the need for change
Desire to support and participate in the change
Knowledge of how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
These are the “building blocks” of change for individuals, says Hiatt, and are experienced in order. Regardless of how big or small the change is, individuals will always be on the receiving end. Giving individuals the tools to adequately fulfill each element will minimize resistance.
Harvard Business School Professor John P. Kotter offers an eight step process in his book Leading Change (2006):
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
In an article published in the March/April issue of the Harvard Business Review called “Leading Change: Why Transformation Efforts Fail,” Kotter cautions that the process of change requires a “considerable amount of time” and will fail overall without success in each step.