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Efficient and effective implementation of people‐related projects

Efficient and effective implementation of people‐related projects Purpose – The purpose of this paper is to consider the impact of implementation thoroughness on the achievement of expected results from people development initiatives and to provide a framework of consideration to improve levels of success Design/methodology/approach – The paper is based on experience from working at senior levels within FTSE100 companies over the past 20 years, wider experience gained from benchmark groups and association and institute roles. The paper is a result of a review of past programmes implemented by the author and his team and learning gained from good practice in change and people initiatives in other benchmark group organisations. It offers the conclusions drawn through a suggested simple model for future consideration when implementing change or people‐based initiatives. Findings – The paper finds that few people‐based change initiatives realise their maximum potential, difficulties arise in the timing of specialist involvement, wasted time in areas of responsibility overlap with negative debate, communication is often cited as having been poor or incomplete, measures and intent are often not well aligned and considered late in the process, thoroughness and blend is often restricted to single elements of the change or learning process. Practical implications – The proposed model of consideration offers the framework within which clear consideration may be given to minimise the impact of the issues identified in findings and maximise the potential of the specific initiative. Originality/value – A framework of operation to maximise contribution from change and people‐based initiatives and to realise the intended benefits is provided in the paper. The rationalisation of roles within the process and the positive power to be gained from areas of responsibility overlap through collaboration in each aspect of the framework. The paper is useful for anyone involved in the management of functions or specific initiatives/projects within learning and development, human resources, change, communication and project management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Efficient and effective implementation of people‐related projects

Neville Pritchard
Industrial and Commercial Training , Volume 39 (4): 4 – Jun 19, 2007
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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850710755159
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to consider the impact of implementation thoroughness on the achievement of expected results from people development initiatives and to provide a framework of consideration to improve levels of success Design/methodology/approach – The paper is based on experience from working at senior levels within FTSE100 companies over the past 20 years, wider experience gained from benchmark groups and association and institute roles. The paper is a result of a review of past programmes implemented by the author and his team and learning gained from good practice in change and people initiatives in other benchmark group organisations. It offers the conclusions drawn through a suggested simple model for future consideration when implementing change or people‐based initiatives. Findings – The paper finds that few people‐based change initiatives realise their maximum potential, difficulties arise in the timing of specialist involvement, wasted time in areas of responsibility overlap with negative debate, communication is often cited as having been poor or incomplete, measures and intent are often not well aligned and considered late in the process, thoroughness and blend is often restricted to single elements of the change or learning process. Practical implications – The proposed model of consideration offers the framework within which clear consideration may be given to minimise the impact of the issues identified in findings and maximise the potential of the specific initiative. Originality/value – A framework of operation to maximise contribution from change and people‐based initiatives and to realise the intended benefits is provided in the paper. The rationalisation of roles within the process and the positive power to be gained from areas of responsibility overlap through collaboration in each aspect of the framework. The paper is useful for anyone involved in the management of functions or specific initiatives/projects within learning and development, human resources, change, communication and project management.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Jun 19, 2007

Keywords: Learning; Human resource development; Change management; Project management; Communication; Team working

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