Seven secrets to managing change effectively
Successful organizational change requires clear vision, visible leadership alignment, employee engagement, and honest communication. These seven principles help manage transitions smoothly and transform potential fear into positive organizational outcomes when properly implemented.
Remote working: How to get started
Remote working is increasingly common in UK workplaces, offering benefits like improved work-life balance and higher productivity. To successfully implement remote work, organizations should secure management support, provide technology training, establish clear policies, and stay informed on flexible working legislation.
Blog: Breaking the taboo – How to tackle redundancy and redeployment
When organizations must downsize or redeploy staff, implementing fair, objective processes with clear communication and external expertise is essential. Key steps include transparent communication, standardized evaluations based on defined criteria, and support for affected employees throughout the transition.
Blog: The link between culture, brand and PR
Effective diversity management requires engaging all stakeholders with business-focused messaging rather than relying solely on values-based appeals. A cereal company’s PR crisis demonstrates how reframing diversity through customer perspective and brand impact can gain executive buy-in where traditional approaches fail.
London 2012: Civil servants ordered to work from home during Olympics
UK civil servants will work from home for seven weeks during the 2012 Olympics and Paralympics to reduce pressure on London’s public transport. The government is conducting trial runs to ensure remote working infrastructure can handle the shift for up to three million extra daily journeys expected during the Games.
Blog: Cultivating a success culture
A success culture doesn’t happen by accident—it requires deliberate attention, planning, and nurturing. Leaders must understand how organizational culture shapes performance and learn to cultivate it intentionally, just like farmers cultivate crops, to gain a competitive edge.
HRD Summit: The art of becoming a ‘leader’ rather than a ‘manager’
HR directors must shift from a management approach focused on control to true leadership that inspires and empowers people. According to keynote speaker Penny Ferguson, changing communication patterns—from “I” statements to asking questions—helps leaders build accountability and unlock employees’ potential.
HRD Summit: ‘HR must hive off strategic activities to be truly effective’
HR must separate strategic activities from operational tasks to gain executive influence, says business professor Ed Lawler. He recommends creating a dedicated organizational effectiveness function reporting to the CEO, while operational HR reports to the COO, allowing HR to focus on talent management, analytics, and business alignment rather than administrative demands.
Blog: Managing change during an office move
Successful office moves require careful change management to support staff through the transition. HR should maintain clear communication, involve employees in the process, and address concerns to maintain morale and productivity during relocation.
Blog: Global recognition stereotyping – don’t believe the lie
Employee recognition transcends cultural boundaries and geographic stereotypes. Research and real-world experience show that workers worldwide, including in Asia/Pacific regions, value appreciation and recognition just as much as Western employees, making global recognition programs equally effective everywhere.
Understanding ‘what good looks like’ when hiring
Defining what good looks like in hiring means understanding your organization’s specific business, culture, and systems. Performance is situational—the best talent succeeds in the right environment, not everywhere. By identifying the traits and values that drive success in your unique context, you can hire more effectively and reduce costly turnover.
Talent Spot: Andrew Powell, COO of Colt Technology Services
Andrew Powell joined Colt Technology Services on a six-week contract in 2006 and became chief operating officer after holding five senior roles within the company. He transformed HR from a reactive department into a strategic business partner during Colt’s pan-European restructuring from 2009 to 2011.
Blog: Four tips to help staff keep calm in the face of change
Help staff manage change-related stress with four practical techniques: mindful breathing, identifying stability zones, focusing on areas you can control, and taking small steps toward a positive future. These simple habits build resilience during organizational transitions.
Blog: A new role for HR?
HR professionals are redefining their role to bridge the growing disconnect between business and talent functions. Key insights from industry leaders highlight the need for data-driven strategies, personalized approaches to talent management, and closer collaboration between HR and line managers as strategic partners.
CIPD Conference Blog: Sir Terry Leahy on how Tesco pulled ahead of the pack
Sir Terry Leahy, former Tesco CEO, shared key leadership principles at the 2011 CIPD Conference that helped drive the retailer’s market dominance. His insights emphasize listening to customers and frontline staff, setting audacious goals, establishing clear values, and fostering a culture that rewards generosity and encourages creative risk-taking over fear.
CIPD Conference: People management key to Tesco’s success, says Leahy
Former Tesco CEO Sir Terry Leahy credits the supermarket’s success to effective people management, stating employees need interesting work, respect, advancement opportunities, and supportive leadership. Speaking at the CIPD Conference, Leahy outlined key lessons including embracing truth, setting ambitious goals, and prioritizing vision and culture.
CIPD Conference: “HR must become business leaders and strategists”
HR professionals must evolve into business leaders and strategists to drive organizational performance and change through people, according to CIPD president Gill Rider. Speaking at the organization’s annual conference, she emphasized that economic challenges, demographic shifts, and declining trust in leadership have made strong business acumen essential for HR professionals.
Book Review: The why of work by Ulrich & Ulrich
Ulrich & Ulrich’s book argues that understanding why we work makes people and businesses more effective. However, the review questions whether this philosophical approach addresses immediate workplace pressures and whether management books like this can actually shift corporate culture.
Blog: Committing to a compassionate culture within the NHS
The NHS must shift from compliance-focused culture to prioritizing compassion in patient care. This requires genuine commitment from senior leadership and management teams to reduce bureaucracy, allowing staff time for meaningful patient interactions rather than administrative tasks.
Legal Insight: M&A rule changes – an HRD guide to getting it right
New M&A rule changes effective September 19 require HR involvement earlier in the due diligence process. The updated regulations impose a 28-day timeline for bids and give employee representatives formal response rights, while TUPE regulations govern the transfer of employment terms and protections during acquisitions.
