Online Newsletter for Call Center Personnel
Rosanne D'Ausilio, Ph.D. Editor and Publisher
Volume I, Issue 2

Date: August 25, 1999 - Change Management, Part I

If anything is constant in our lives, it's change. And nobody likes change except a wet baby!

There are two types of structural change taking place in corporations today, the first of which is dictated by

(1) the Nature of Business

For more than 40 years, service companies successfully followed an industrial model that put the primary focus on mass production manufacturing processes and personnel, and the least focus on those people who deliver service to customers. That model, thank goodness, is obsolete today.

Today's service model puts front-line (customer-contact) workers first, and designs elaborate business systems to support them. While these moves are positive, they are still changes and create job tension/stress.

The other change is brought about by

(2) Trends in the Financial World

In every industry today, companies are being bought, sold, merged, downsized, rightsized, reorganized, re-engineered. There are shifting or declining markets, job redefinition, and budget cuts.

Today the introduction of new technologies is the rule rather than the exception. Foreign ownership is common. Overnight jobs can disappear, and/or are reorganized out of existence.

The 40/40 era is over--where we worked for 40 hours a week, for 40 years, to retire on 40% of what we made that wasn't enough in the first place!

All of these circumstances evoke feelings of job insecurity that heighten job tension/stress. The bad news is that it is going to get even worse beause the pace of change is accelerating by the minute. More the reason for ongoing programs for your staff in stress management and change management. They need soft skills (people skills) 'tools and techniques' to cope with today's pace. Remember that training is an ongoing process, not an event.

Quote for the week
One machine can do the work of fifty ordinary men. No machine can do the work of one extraordinary man. Elbert Hubbard

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