644 words, 2.4 minutes read. By Gerard Blokdyk
Management of Change 1 big thing: Approve PSM aspects for the Process Technology and strategies for implementation of PSM initiatives.
The big picture: Lead transformational change management initiatives including championing the adoption of an inner- and open-sourcing delivery culture to expand sourcing options and prescribe to a continuous learning and improvement mindset for the organization.
Why it matters: Make sure your staff has knowledge across areas of HR, including organizational design, talent and performance management, employee relations, analytics, change management, and workforce planning.
Between the lines: Secure that your personnel works closely with Human Resources to onboard new talent, facilitate the departmental FTE review and approval, annual budget preparation, including data for analyzing, planning and allocation of resources, and change management.
Meanwhile: Invest in facilitating the development of new capital projects to ensure that all EHS issues are identified and addressed and to ensure successful Management of Change.
What they’re saying: “Be confident that your team manages the administration of Identity and Access Management (IAM) systems including: reviewing and implementing changes in system parameters and formats; ensuring hardware and software systems compatibility; and coordinating and/or modifying system parameters, improvements and/or upgrades.“, Transportation Associate
How it works: Ensure strong stakeholder management and involvement in influencing and aligning cross functional partners across divergent points of view and/or functions to drive action and change.
What we’re hearing: “Warrant that your design tracks scope and change throughout the remainder of the initiative utilizing formal requirements management principles, including change control and requirements traceability.“, Microsoft Power Platform Trainer and Change Management Specialist
Go deeper: Make sure your process negotiates effectively with management to accept and implement recommendations, where the proposals involving substantial agency resources, require extensive changes in established procedures, or conflicts with the desires of the organization.
Under the hood: Establish that your personnel prepares, asked to conduct, and lead Outage meetings if Supervisor is not available to communicate safety, environmental, work to be completed, scope, schedule, and budget status in an organized professional atmosphere.
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Yes, but: Ensure you are investing in a team of transformation program management, digital innovation, business process engineering, and change leadership experts to enable your success.
Be smart: Engage in all life cycle stages of project execution including configuration, implementation, and sustainment of Environmental, Health and Safety (EHS) and sustainability management information systems.
The bottom line: Interface so that your team participates in rollout of company-wide People Team initiatives and programs including performance management, talent management and development, workforce planning and culture/change management.
What’s next: Certify your operation evaluates impact and effectiveness of communication plans and advises management if efforts should be discontinued, emphasis changed, or coverage expanded in improving intercommunication between agency and various audiences.
ICYMI: Analyze information management and office automation problem areas, determines need for change, builds consensus for change, and builds understanding and support for existing policy and procedures.
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