Overcoming Resistance to Change
At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate.

From Indonesia , Jakarta
Minimize the impact of a destructive team member. If you inherit a problematic employee or hire someone who turns out to have negative effects on the team's morale, find out what is interfering with that person's ability to be a positive, productive worker.
- If the problem is solvable (for example, maybe the person would be happier transferring to another area), do what you can to resolve the situation.
- If the person must stay, make clear your expectations for improvement and, if necessary, what the consequences might be if no improvement is forthcoming.

From Indonesia , Jakarta
There are five fundamental skill that need to be mastered by Human Resource Development (HRD) practitioners: (1) needs assessment, (2) program design, development, and evaluation (including individual evaluation), (3) marketing of HRD programs, (4) cost/benefit analysis, and (5) facilitation of learning.
From Indonesia , Jakarta
The career development system, like the performance management system, should be owned by line management, not by human resources, if it is to be successful. Getting line management to help design this system from the outset will go a long way toward making this happen.
From Indonesia , Jakarta
A high-performance organization structure aligns resources appropriately around both core work processes and functions, and provides the proper balance between centralized and decentralized operations. It develops a flexible and responsive work system with the fewest possible organization levels. It also minimizes the number of internal boundaries among units, which reduces the effort that must be spent on coordination.
From Indonesia , Jakarta
Redesign performance management system to make the process easier, if necessary. Some companies require managers to have career discussions with their employees at least twice a year, or to jointly create career development action plans once a year. Others incorporate manager ratings as career coaches on the performance review.
From Indonesia , Jakarta
Review and discuss the performance appraisal you wrote and the individual's achievements list. This is the heart of the meeting. The manager and the individual review the performance appraisal the manager has written (and the self-appraisal if the individual has completed one).
From Indonesia , Jakarta
Designing the course involves actually deciding on a plan of action, i.e. a lesson or session plan. This provides you with the orderly procedures for conducting or facilitating a session efficiently. It should not be long (two pages at the most) but should be complete and practical. It should be written or sectioned in a format that is helpful and meaningful to you, the trainer, and it should give you confidence— not only is it proof that you have prepared adequately, but it is your 'prop' if you need it.
From Indonesia , Jakarta
An organization that makes a false positive error incurs three types of costs. The first type of costs are those incurred while the person is employed. These can be the result of production or profit losses, damaged public relations or company reputation, accidents due to ineptitude or negligence, absenteeism, etc. The second type of costs are those associated with training, transfer, or terminating the employee. Costs of replacing the employee, the third type of cost, include costs of recruiting, selecting, and training a replacement. Generally, the more important the job, the greater the costs of the selection error.
From Indonesia , Jakarta
Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several rather than only one component of job performance.
Use of the forced distribution method is demonstrated by a manager who is told that he or she must rate subordinates according to the following distribution: 10 percent low; 20 percent below average; 40 percent average; 20 percent above average; and 10 percent high. In a group of 20 employees, two would have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category. The proportions of forced distribution can vary. For example, a supervisor could be required to place employees into top, middle, and bottom thirds of a distribution.

From Indonesia , Jakarta

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