For a firm or enterprise to sustain development, change or transformation becomes necessary part of daily management practice. Due to limitation of organization’ ability to initiated change, firms have to turn to outside independent firm to give advice or guideline to insure change process. Chinese firm, running under extreme market pressure, in great demand of change management service. For Chinese consulting firm, often fail to be trusted as change management partner.
分类： 组织发展
Chang management contradiction for consultant
Organizations have to be changed in order to fit into outside environment, but feel reluctant to imitate change process for two reasons: first, organizations cannot articulate the purpose and objectivity of change process for internal politics; second, the management tends to avoid confrontation. As change and reorientation process is urgent, and consultant is called in and receives the assignment for pecuniary purpose to initiate change management process.
Change management obstacles for consultant
Working as change management consultant, due to nature cause of change management, is destined to encounter tremendously obstacles.
Change management for corporate level is indeed complex process, and it should encompass all aspect of corporate life, from management judgment, value of common share, to whole management system.
Employer Branding Practice in China
As Chinese firm gradually encounters shortage of talent and more seriously for coastal factory cannot recruit eligible workforce, employer branding is new hot term in Chinese corporate and academy to tacit the problem of recruiting and retention.
雇主品牌之—雇主品牌与员工敬业度（Employee Engagement）
雇主品牌成为人力资源管理领域非常热门的话题，究其根本在于中国目前劳动力市场的结构性变化，越来越多的80后、90后走向工作岗位，与他们的前辈们不同的是，他们成长在一种更为富裕的环境中，因此，对职业与工作的需求与他们的前辈是很不一样的，这种不一样体现在对工作与生活的态度上，他们更加注重工作与生活的平衡（work life balance），要使他们具有与前辈们相同的敬业精神，就必须在公司的制度设计、文化方面进行变革。
雇主品牌之—如何建设雇主品牌(how to build employer branding)
雇主品牌建设是系统的工程，涉及到雇主的方方面面，从人力资源管理的基本模块，如薪酬绩效，到员工关系管理，如企业福利与年金制度、职业安全与卫生，再到企业的战略与品牌战略。从管理咨询的方法论上看，雇主品牌建设一般需要4个步骤：一是发现，二是地图，三是激活，四是测量。这四个步骤相互具有逻辑联系，前一步骤成功实施是后一步骤的基础。
雇主品牌之—什么时候需要雇主品牌（When Need Employer Branding）
企业总是在出现问题的时候开始考虑外部劳动力市场的问题，正如企业的薪酬政策一样，当企业发现大量的优秀员工流出企业，才开始意识到系统性的问题。笔者原来工作过的一家企业，负责研发的科研人员在一周之内有5人离职，致使企业的研发工作完全停摆，一打听才发现竞争对手以高于公司薪酬标准的60%强力挖掉了我们的研发队伍。对雇主品牌也一样，企业在出现招聘问题时，才开始认证思考在那里出现了问题。
雇主品牌之—雇主品牌价值（Value of Employer Branding）
对与大企业的招聘经理而言，在招聘实践中，无论采用什么样的面试与测评技术，其总体的精确度在30-40%之间，而繁复的招聘流程也令应聘者灰心。雇主品牌在产生之初，用来帮助招聘经理在复杂的外部劳动力市场上，快速、准确的确定候选者，随着雇主品牌的发展，其价值远远超出了以上的效用。从市场营销及品牌管理的策略上看，雇主品牌的设计、宣传及沟通与产品品牌几乎具有同样的价值。
雇主品牌之—什么是雇主品牌（Employer Branding）
作为一种整合公司战略、品牌战略与人力资源战略的工具，雇主品牌从产生之日起就受到世界范围内实业界与研究机构的关注，尤其在劳动力缺乏的欧洲。
从雇主品牌产生的历史来看，西方劳动力大军结构发生深刻变化—60、70年代的婴儿潮（baby boom）逐渐退出劳动力市场，经济的高速发展更加依赖与高素质人才，公司的招聘的成本—显性与隐性成本日益增高，雇员对企业的敬业度（employee engagement）日益降低，显性离职与隐性离职率不断攀升，在这种情况下，西方企业采用了一种整合劳动力市场的定位的战略，将企业在劳动力市场的定位清晰的传递给潜在的雇员，同时将公司战略，特别是差异化战略与劳动力市场的定位密切整合在一起，通过在劳动力市场的清晰定位吸引公司所希望的潜在雇员，同时，改革内部员工管理体系，保证公司在劳动力市场的定位与宣传跟公司实际的员工管理实践一致，实现人才战略对企业战略的支撑。
Action Learning Practice In China
Action learning is a process by which we enlist a group of colleagues to help us think differently and clearly about a problem, project, process, or action. Action learning is a process that becomes a vehicle for learning through our experiences and through the help of colleagues, both expert and “non” expert. In practice, action learning has been proven to be the most effective way of learning in workplace. 继续阅读“Action Learning Practice In China”