Over-Simplify Change

Posted on October 18, 2011 by Administrator

Coming Early 2012

Introduction
When describing a common change management methodology to a client, I many times catch myself saying, “not to over-simplify but… there is a current way of doing or thinking about things, (current environment) and the next way of doing or thinking about things, (next environment). The delta between these two is usually longer, more challenging and more expensive than expected”. Additionally, it is critical we tell those impacted about the change (a communication system), support those impacted by the change (a learning and development system), and acknowledge those embracing the change, (an evaluation and reward system). In other words, Communicate – Educate – Evaluate & Reward.

This approach does not embrace a change model. I have found models label individuals rather than behaviors. And, it is our behavior(s) we must modify in order to survive, or even thrive, during a transformation. Rather, we should talk about how change feels, how things work/don’t work, and why it is important to change. We can also talk about the challenges we will have to overcome during the transformation from the Current environment to the Next environment.

This simple approach will result in less resistance to change, more productivity, more engagement, and less attrition during the transformation and enhanced buy-in and support for the next environment.

Lastly, my experience working with the Fortune 500 has provided me with interesting insight to large organizations, their employees, leaders, and corporate culture. I have included in these pages my 5 “Hard Truths” which support the Over-Simplify Change approach.

more info

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Keys to a Successful Change Initiative

Posted on March 28, 2010 by Administrator

Change is inevitable and today change is occurring at an ever-increasing velocity. Global financial challenges, organizational realignment, human capital reductions, and efficiency targets are just a few of the current issues or trends which require our adaptability in order to remain successful. Hellmut Wilhelm is credited with the phrase, “the only constant is change”. Whether you are an individual contributor, or a leader charged with minimizing the pain associated with the delta between the current and future states, the shared goals are to engage all stakeholders, minimize change resistance, and implement a sustainable change despite these challenging times.

Although a change initiate can be complex, there are a few specific keys to success.

Key One: Planning
You know the old adage, “Those who fail to plan, plan to fail”. More change initiatives fail due to poor (or inadequate) planning than for any other reason. Comprehensive analysis regarding how the change will impact the organization, the culture, the employees, and the way business is conducted is critical. This will include, but may not limited to, a stakeholder analysis, detailing anticipated outcomes and specific definition of the future state, a risk analysis and contingency plan, and communications, training, and reinforcement strategies. A change initiative is a unique project and must be managed accordingly.

Key Two: Communication
Simply put, information is power and those who lack necessary information feel as if they have lost all control of their environment. This feeling of loss is a powerful catalyst for resistance. Communicate early, communicate honestly, and communicate often. Leverage appropriate communication channels to address generational and adult learning issues, (e.g. poster campaign, company newsletters, email, intranet, town hall meetings, conference calls, news feeds, twitter, wiki’s, webinars, virtual meetings).
Communicate with a purpose. Each communication should have a focus, (e.g. inform, educate, or reward). A strategically designed communications plan provides JIT information to all change stakeholders.

Key Three: Engagement through Learning
Remember organizations don’t change, people change. Successful change initiatives engage individuals through effective communications, comprehensive training and development, and reinforcement behaviors. Engagement through learning addresses, among other things, skill/competency gaps between the current and future state, readiness, JIT, and BAU/future state training curriculum, and individual and team change process awareness.

Key Four: Reinforcement
We all desire and need feedback and reinforcement. This need is heightened during a change initiative. Individuals are being asked to move beyond their comfort zone, learn new processes or procedures, or behave differently. All efforts, either successful or unsuccessful, should be rewarded during the delicate delta between the current and future states of change. The fear of failure or punitive measures is another powerful catalyst for resistance.

Change is inevitable and today change is occurring at an ever-increasing velocity. However, you can and must manage change. The success of the initiative and your organization’s competitive advantage depend on it.

Virtual Adaptability/Change Management Toolkit
CareerMobility™ has developed a Virtual Adaptability/Change Management Toolkit which focuses on the behavioral aspects of change. Web content, eLearning modules, and a companion eBook support individual contributors and managers/leaders as they navigate through today’s dynamic business environment.

Test drive the Virtual Adaptability/Change Management Toolkit for yourself. Adaptability Toolkit

Learn more…

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The Outplacement Solution Model is Broken: CareerMobility™ has the Fix!

Posted on January 7, 2010 by Administrator

For decades the Outplacement Industry has marketed and sold their services based on three primary variables, employee/client classification, length of service, and delivery channel. The fees associated with the outplacement program are derived from a matrix of these variables. Not only is the current business model counter-intuitive, it can be detrimental to the employee/client. This is exacerbated by the challenging economic environment in which we are currently operating. Organizations are faced with the option of providing outplacement services which meet the needs of their affected workforce or adhere to financial budgetary restraints. The goal of a professional outplacement solution is to provide appropriate direction, support, and resources to employees/clients so they can:

• Assess/document their knowledge, skills, abilities, and accomplishments
• Create a professional marketing plan which includes an accomplishment-based resume
• Hone their communication, strategic behavioral interviewing, and offer negotiation skills
• Make a career decision and successfully transition into their new role

These outcomes are universal and have little/no correlation to the current business model variables of employee/client classification, length of service, and delivery channel. This is why we believe the current outplacement model paradigm is broken and counter-intuitive.

Counter-intuitive Model

The current model says the more advanced the employee/client classification, the longer the outplacement service, and the higher and more frequent the touch regarding the delivery channel. For example, an individual contributor may receive 30 days of service which will include a 1-day facilitated workshop. On the other hand, a director may receive 6 months of service which will include access to 1:1 career consulting. The higher the classification equals longer service, higher touch, and higher fees. Our experience working with thousands of clients over the past decade shows that in most cases the employee/client needs are just the opposite. Whether it is due to experience, education, exposure, or other factors, the individual contributor clients benefited more from a higher/more frequent touch distributed over an appropriate period of time.

Today’s model dictates the delivery channel of outplacement services. However, the employee/client preference, (based more on learning style than business model) is not considered. Another equalizer is the outplacement methodology. Although terminology may be different from one firm to another, the basic continuum is defined as employee/client assessment, marketing, selling. This overarching methodology is the same for an individual contributor as it is for an exempt employee/client. Yes, executing these broad phases looks somewhat different; however the fundamentals are the same.

Looking back at the goal of a professional outplacement solution, (i.e. provide appropriate direction, support, and resources to employees/clients so they can execute a successful transition), the end result is lost in the current business model. The most common metrics used today surround utilization. How many times did the employee/client visit the office? How many phone conversations did a consultant have with an employee/client? How many networking sessions did the employee/client participant? How many employees/clients made a career decision within their allowable service window? This data may be interesting but it doesn’t measure the readiness of the employee/client. Further, focusing solely on the incremental steps can enable an employee/client to stay in the comfort of the “process” rather than strategically targeting the solution; making a career decision.

CareerMobility™ Innovative Solutions

Distribution Channel
The CareerMobility™ outplacement model focuses on the goal of a professional outplacement solution in a context of a win-win for the employee/client and former employer. Our entrepreneurial approach to redeployment/outplacement provides information and guidance to individuals as they navigate the redeployment continuum using a business plan methodology. The CareerMobility™ Virtual Redeployment/Outplacement portfolio includes a web-based portal which includes online content, eLearning modules, and a companion eBook. The portfolio can be enhanced with professional virtual 1:1 career consulting. The CareerMobility™ Virtual Redeployment/Outplacement portfolio is sensitive to all learning styles.

Length of Service
All employees/clients, regardless of classification, enjoy unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio until they are successfully redeployed. This provides the employee/client the freedom and flexibility to execute a professional transition at their preferred time and pace. The employee/client can apply the methodology as needed to ensure readiness.

One Solution Price
All employees/clients, regardless of classification, enjoy unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio until they are successfully redeployed. This eliminates the need to differentiate programs using the current factors of employee/client classification, length of service, and delivery channel.

The CareerMobility™ Outplacement Solution
Provide all employees/clients, regardless of classification, unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio (which is sensitive to all learning styles) until they are successfully redeployed at one solution price.

See for yourself the revolutionary CareerMobility™ Outplacement Solution. Contact us directly, John.Taylor@CareerMobilityllc.com

Download a CareerMobility™ Outplacement Solution Overview: Overview

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Career management as an engagement tool!

Posted on October 8, 2009 by Administrator

“There is no better ROI than that achieved from a conversation between an individual contributor and his/her manager/leader.” – John C Taylor, Principal Consultant CareerMobility™

Even an awkward conversation is better than no conversation at all. Unfortunately, all too often it is the latter that is happening. CareerMobility™ can develop career self-reliance in individuals and provide managers and leaders with the confidence and tools to have engaging, meaningful, coaching conversations with their direct reports.

Additionally, 2 key principles for career success in today’s organizations include 1. personal responsibility for one’s own career, and 2. acknowledgement that “vertical” is only one of several strategic career options.

Five ways to use Career Management as a development, retention, and engagement tool!

Use these proactive management/coaching practices.

1. Help employees feel “in sync” and respected for their values, personality style, interests, and unique skills.
2. Help employees know how they are viewed by colleagues and leaders, (e.g. individual and team performance, professional reputation) and enable them to build broad and deep professional and personal networks.
3. Ensure employees see career options and how they fit in the future of their chosen industry, organization, profession and position.
4. Discuss employees’ long and short term aspirations and help align them to the mission and strategies of the organization.
5. Ensure employees feel challenged by their work and are learning continually.
We would be delighted to provide you with an overview of our comprehensive career management methodology and associated tools and technologies.

Learn more…

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Your Critical 21st Century Competency, “Self-Reliance”

Posted on June 8, 2009 by Administrator

Dictionary.com defines self-reliance as, 1. “Reliance on one’s own capabilities, judgment, or resources; independence” 2. “Reliance on oneself or one’s own powers, resources, etc.”

Whether you are actively managing your career, implementing a redeployment/career transition, or addressing changes, or planned/unplanned events in your life, you must take control. You are ultimately responsible and accountable for your career and broader life. This is not to say you can go it alone! By definition, self-reliance is relying on one’s own resources. These resources can (and should) include a solid personal network, a broad and deep professional network, and strategically selected and developed mentor relationships.

We have addressed this concept of (and how to implement) self-reliance in previous blogs. Below you will find three examples to help you take control!

Career Management
Historically, organizations held a paternalistic view on employment. It was the organization which was responsible, and took the appropriate action, to manage its employee’s careers. This may have included tradition training programs, succession planning, and periodic/scheduled job rotations and promotions. It was not uncommon for an employee to stay with one employer for his/her entire career. After decades of implementing operational strategies, (e.g. mergers, acquisitions, down-sizing, right-sizing, efficiency and sourcing optimization), the employee/employer relationship has changed. Career management has shifted from an organization paternalistic entitlement to an employee self-reliant responsibility. Each and every employee is now responsible for managing his/her own career. More… Career Management as an Employee Core Competency

Redeployment
The new employee/employer relationship is one in which everyone understands there is no guarantee of lifetime employment. At the same time, everyone’s success is tied to the success of the organization. While an organization cannot guarantee lifetime employment, it can contract to support those employees who are willing to invest their time and energy in staying highly employable. By maintaining and enhancing their skill set, including career management, employees improve their overall value proposition.

A successful redeployment is some of the most challenging work you have ever done yet potentially some of the most rewarding. Performing a professional, effective, successful redeployment is a full-time commitment! Many aspects must be researched, developed, strategized, and implemented in order to achieve success. This requires thoughtful planning. Using your knowledge, skills, abilities, interests, and accomplishments, you will create an effective Business Plan. This Business Plan will become your road map for redeployment effectiveness, productivity, and success. More… Redeployment Continuum

Change Management
In every situation, initiative, or change there are elements in which we have direct control. We should create a comprehensive list of the personal, professional, and environmental elements for which we have control associated with a specific change. These elements can be used as strengths. By leveraging our strengths we can overcome any real or perceived weaknesses. The result is increased personal adaptability, reduced resistant to change, and increased short and long-term success. More… The Only Constant is Change

Posted in Career Management, Change Management, Redeployment/Outplacement | Leave a comment

Redeployment Continuum

Posted on June 8, 2009 by Administrator

A successful redeployment is some of the most challenging work you have ever done yet potentially some of the most rewarding. Performing a professional, effective, successful redeployment is a full-time commitment! Many aspects must be researched, developed, strategized, and implemented in order to achieve success. This requires thoughtful planning.

Using your knowledge, skills, abilities, interests, and accomplishments, you will create an effective Business Plan. The business plan will become your road map for redeployment effectiveness, productivity, and success.

Phase One—Assessment/Self Evaluation
Phase I of the redeployment continuum is conducting a self as¬sessment. In order to effectively execute a productive redeploy¬ment you must first build a solid foundation. Phase I cannot be overlooked, it is a necessary step in the process. The areas which you should assess include, but may not be limited to, your knowledge, skills, abilities, personal goals, professional goals, your personal/professional visions and accomplishments. The self-assessment process will assist you in the development of clearly defined redeployment goals.

• Assess change in personal and professional life
• Assess and identify your knowledge, skills, abilities and accomplishments
• Develop your personal and professional visions
• Assess career options

Phase Two—Marketing (A.K.A. Résumé Development)
Phase II of the redeployment continuum is marketing. During this phase of redeployment you are marketing a product, and the product is you. Your marketing strategy and the tools you use are important. One of your tools will be your résumé. Your résumé is your summary of knowledge, skills, abilities and accomplishments. Your résumé is your advertising tool. Your résumé is also a filter used by organizations to manage the candidate pool. Therefore, it is critical you are mindful of each and every word you place on your résumé. You don’t get a second chance to get a first impression.

• Identify a target market
• Develop marketing tools
• Market your knowledge, skills, and abilities

Phase Three—Selling (A.K.A. Interviewing)
Phase III of the Redeployment continuum is selling. Your ability to clearly articulate your knowledge, skills, abilities, and accomplishments will largely dictate your success during this process. The sooner you become comfortable speaking to your strengths with others, the sooner and more effectively you will proceed through your redeployment. On the hierarchy of things that people would rather die than do, public speaking is frequently number one. Interviewing however is not far behind. With the right amount of preparation and insight, you can predict what the prospective employer is looking for. This will give you a needed competitive advantage.

• Effectively communicate your knowledge, skills, abilities, and accomplishments
• Highlight the appropriateness of the fit
• Close the deal

The redeployment continuum is dynamic. You should revisit all phases of the process regularly. Develop new skills, update your resume, revise your summary, enhance your network, reassess your priority of total compensation, and practice interviewing (selling).

As organizations change and transform, you should identify those elements which are within and outside of our control. Your career remains a constant element within your control. Taking responsibility and accountability for your own career proactively, goes a long way to maintain a sense of purpose, reinforce your value, and enhance your self esteem.

Posted in Redeployment/Outplacement | Leave a comment

Can You Recession-proof Your Career?

Posted on May 27, 2009 by Administrator

I have had the opportunity and privilege to work with thousands of leaders/managers of Fortune 500 organizations. Topics ranged from career management and change management, to employee engagement and retention. These are some of today’s best and brightest leaders/managers. I have learned as much from them as they have from our sessions. One very interesting and consistent conversation occurs regarding the topic of “key employees”. Not so much about what we can do to engage, develop, and retain our key employees but rather “who” our key employees are. The conversation typically goes something like this.

CareerMobility™: “Who are your key employees?”
Leaders/Managers: “All of our employees are key employees. They all add to the success of our organization. Everyone has a critical role”
Very admirable response – filled with corporate and leadership loyalty and commitment.
CareerMobility™: “OK, but who are your key employees?” Most times I get the same response.
CareerMobility™: “Let me ask the question a bit differently. Your functional Director has just come to you and said your organization is going to implement a RIF, reduction in force. You have to eliminate six of the ten employees which directly report to you. Do you know which four you are going to keep?”
Leaders/Managers: With a quick and decisive tone, the group replies in unison, “of course!”
CareerMobility™: “Those four are your key employees”.

This scenario is played out so consistently that I can say with a great deal of confidence that leaders/managers within an organization, functional area or team know who their key employees are. Not only do they know who they are, they will advocate and fight for them in the midst of any organizational change, initiative, or transformation.

Now, go back to the title of this blog, “Can You Recession-proof Your Career?” Yes you can – become a key employee! The bigger question is how do you become a key employee? We need to look no further than our sessions with leaders/managers. They are very clear about what makes one a key employee. Here are three of the most common criteria.

Functional Competence/SME, Subject Matter Expert:
Leaders/managers are looking for individuals that know their stuff. Not just current technologies, protocols, and methodologies but also what are the up-and-coming trends. What do you need to know tomorrow to maintain your SME status? Proactively share your insight and awareness of trends and changes in your functional area with the team. When called upon, use your subject matter expertise to ask critical questions, solve problems, and develop solutions. Bottom line, be the (non-gender specific) go-to-guy! Increase your value and personal brand to become a key employee!

Leadership Competencies:
Next, leaders/managers are looking for individuals to step up when needed. You can exhibit leadership behaviors without having a formal leader/manager title. Take on the role of a change agent, volunteer to facilitate a team meeting, step in to cover during a colleague’s absence. Take the initiative to support a colleague; share your knowledge, skills, and abilities. Openly support the vision of your organization, department, and leader. Actively participate in goal setting which align you (and others) with the larger vision. Exhibit leadership behaviors to become a key employee!

Engagement:
Lastly, leaders/managers are looking for individuals who are truly engaged in their work. There is a huge delta between showing up and engagement. Look around, you can easily identify those colleagues that are engaged. They seem to enjoy what they do; they have a passion and they wear it on their sleeve. Engaged colleagues are usually successful, meeting or exceeding goals. These colleagues have a positive attitude, a purpose, and a professional point-of-view. These attributes make them a key employee.

Can You Recession-proof Your Career?
Economies are cyclical. We will see boons and other recessions. However, through it all, organizations rely on key employees to help them weather the storms associated with recessions, and capitalize on the opportunities of the boons. Be proactive and manage your career through good times and bad. Increase your value and personal brand, exhibit leadership behaviors, and develop a positive attitude, a purpose, and a professional point-of-view and you too can be a key employee.

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John C Taylor – SPHR is the Principal Consultant at CareerMobility™. For the Past 10 years CareerMobility™ has provided project management, content development, and delivery in the domains of Career Management, Redeployment/Outplacement, and Adaptability/Change Management to many of the fortune 500 either directly, or as a strategic sub-contractor with the leading professional services firms in the country. You can reach John directly via email: John.Taylor@CareerMobilityLLC.com For additional information regarding CareerMobility™, Visit the web: http://www.careermobilityllc.com

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Career Management as an Employee Core Competency

Posted on May 18, 2009 by Administrator

Historically, organizations held a paternalistic view on employment. It was the organization which was responsible, and took the appropriate action, to manage its employee’s careers. This may have included traditional training programs, succession planning, and periodic/scheduled job rotations and promotions. It was not uncommon for an employee to stay with one employer for his/her entire career. After decades of implementing operational strategies, (e.g. mergers, acquisitions, down-sizing, right-sizing, efficiency and sourcing optimization), the employee/employer relationship has changed. Career management has shifted from an organization paternalistic entitlement to an employee self-reliant responsibility. Each and every employee is now responsible for managing his/her own career.

The new employee/employer relationship is one in which everyone understands there is no guarantee of lifetime employment. At the same time, everyone’s success is tied to the success of the organization. While an organization cannot guarantee lifetime employment, it can contract to support those employees who are willing to invest their time and energy in staying highly employable. By maintaining and enhancing their skill set, including career management, employees improve their overall value proposition.

Today, organizations are spending in excess of 20B a year developing Career Management as a core competency in their workforce. Progressive organizations understand that employees who are appropriately aligned within the organization are passionate about their work, experiencing success, and focused on meeting individual and organizational goals. The outcomes as a result of this alignment include:

• Increased employee engagement
• Enhanced effort/productivity/efficiency
• High levels of employee satisfaction
• Increased retention of key employees

A pro-active, comprehensive approach to career management includes a framework which provides both individuals and their leaders/mentors the awareness, skills, and tools necessary to take personal responsibility and accountability for their careers.

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John C Taylor – SPHR is the Principal Consultant at CareerMobility™. For the Past 10 years CareerMobility™ has provided project management, content development, and delivery in the domains of Career Management, Redeployment/Outplacement, and Adaptability/Change Management to many of the fortune 500 either directly, or as a strategic sub-contractor with the leading professional services firms in the country. You can reach John directly via email: John.Taylor@CareerMobilityLLC.com

For additional information regarding developing Career Management as a core competency visit CareerMobility™, at the following link: Career Management

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“The Only Constant Is Change”: Focus Your Limited Resources

Posted on April 9, 2009 by Administrator

Change is inevitable and today change is occurring at an ever-increasing velocity. Global financial challenges, organizational realignment, human capital reductions, and efficiency targets are just a few of the current issues or trends which require our adaptability in order to remain successful. Hellmut Wilhelm is credited with the phrase, “the only constant is change”. Whether you are an individual contributor, or a leader charged with minimizing the pain associated with the delta between the current and future states, your goal is to remain empowered and engaged throughout these challenging times.

It is not easy. However, if we self-assess our productive and non-productive behaviors in response to change, we can focus on solutions. Psychologist Salvatore R. Maddi framed his research using a three-pronged model: Challenge, Control, and Commitment. Maddi discovered in his research that people with high stress levels who did not become fatigued or ill, shared the following characteristics:

• felt in control of their lives
• viewed unexpected events as challenges rather than threats
• felt committed to what they were doing
• maintained a sense of humor

Individuals possess a locus of control, defined as either internal or external. Psychologists believe this orientation/behavior is largely learned. Individuals with an internal locus of control orientation believe their actions have a direct correlation to outcomes. They feel in control of their lives and possess a high sense of personal responsibility. Individuals with an internal locus of control also tend to be more goals-oriented. Individuals with an external locus of control orientation believe events outside of their lives have a direct correlation to outcomes. Commonly, individuals with an external locus of control tend to lead easy-going, relaxed, happy lives. One orientation is not better than the other. For example, an individual with a strong internal orientation requires the necessary developed competencies to achieve success. The lack of these skills may result in frustration and not achieving personal and professional goals. The real value is identifying our tendencies and modifying our behavior when appropriate to support specific situations. Whether your locus of control is internal or external, Maddi found that adaptable individuals felt in control of their lives.

In every situation, initiative, or change there are elements in which we have direct control. We should create a comprehensive list of the personal, professional, and environmental elements for which we have control associated with a specific change. These elements can be used as strengths. By leveraging our strengths we can overcome any real or perceived weaknesses. The result is increased personal adaptability, reduced resistance to change, and increased short and long-term success.

Concurrently in every situation, initiative, or change there are elements in which we have no direct control. To address these elements and remain adaptable, we should clear the A.I.R.™. Clear the A.I.R.™ is a methodology which requires us to Accept, Influence, or Release the element of change outside of our control. By applying this strategy, you will successfully address these elements and move forward.

First, there are some elements of a change initiative which you will find favorable and will immediately accept. I encourage you to take an additional step and embrace those change elements. Assess how this element directly impacts you, your team, and your organization. Become an advocate of the change by communicating to others the associated benefits. Encourage others to accept the change and exhibit behaviors which reflect your acceptance. For example, your business unit has just announced it will be relocating 30 miles from its current location. This will result in a total distance from your residence of 40 miles. However, the new facility is located on a commuter rail route. As an advocate of “green” practices, you have been looking for ways to contribute. Use the commuter rail and join the organization in promoting the positive outcomes from individuals’ use of public transportation.

Secondly, even though you may not be the decision maker, you may be able to influence the outcome of the situation, initiative, or change. Using one, or all, of the following strategies can be productive in your efforts to influence the outcome of the element of change.

• Build a solid business case for the decision you would make.
• Document the return-on-investment for your scenario.
• Present your approach to the key stakeholders associated with the initiative.
• Show (through your behaviors) how your approach will work.

For example, your accounting department has announced they will begin an external search for an accounting manager to fill a recently vacated position. You believe you have the necessary competencies to be successful in the role. Present to the hiring manager a comprehensive documentation of your knowledge, skills, and abilities. Support your KSA’s with quantifiable accomplishments you have had in your accounting career. Taking this action will give you a sense of control over the situation, increase your adaptability, and improve your attitude. Remember, be realistic. You are attempting to influence the outcome; you are not the decision maker.

Lastly, there are elements of any change initiative which are entirely out of your control and influence. Many times we find ourselves wasting our limited resources, (e.g. time, energy, and reputation) challenging an element which should be released. Releasing an element of change does not imply consensus. You do not have to agree with the outcome of the initiative, issue, or change. However, by releasing the outcome, you can move forward and begin realizing success in the new environment or future state.

For example, your organization has decided to outsource the human resources function. You have worked hard to develop relationships with your current Benefits specialists. This has resulted in timely claims processing for your employees. The sooner you release the outsourcing decision, the sooner you can begin to develop new relationships with the outsourcing firm ensuring the same level of support for your employees.

Take action! Look closely at the key issue, initiative, or change that is impacting you today. Identify those elements which are within and outside of your control. Leverage those elements within your control and apply the A.I.R.™ strategy to those elements outside of your control. Develop a plan by creating specific incremental goals. We cannot control the velocity of change in our lives today. However, we can control our reaction, attitude, and behavior.

CareerMobility™ offers virtual adaptability and change management support through our “Adapting to Change” Virtual Toolkit. The toolkit includes online content, eLearning modules, and our eBook, “Adapting to Change”.

Take this link to: View our Program Overview
Preview the “Adapting to Change” Virtual Toolkit: Preview our Virtual Toolkit

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John C Taylor – SPHR is the Principal Consultant at CareerMobility™. For the Past 10 years CareerMobility™ has provided project management, content development, and delivery in the domains of Career Management, Redeployment/Outplacement, and Adaptability/Change Management to many of the fortune 500 either directly, or as a strategic sub-contractor with the leading professional services firms in the country. You can reach John directly via email: John.Taylor@CareerMobilityLLC.com

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You may not know our name, but you know our work!

Posted on March 6, 2009 by Administrator

For the last 10 years CareerMobility™ has provided project management, content development, and delivery in the areas of Career Management, Redeployment/Outplacement, and Change Management to many of the fortune 500. Either directly, or as a sub-contractor with the leading professional services firms in the country.

CareerMobility™ Overview

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