Global and local change is demanding a new flexibility; human resource professionals recognise the need to maintain effectiveness through times of change because instability translates in ways that directly affect workplace behaviour. Riding waves of change takes skill, and errors of judgement are expensive. Solid teams and innovative approaches are necessary, and the mining industry has to eliminate risks and grab opportunities.
Mines in particular, need programmes for stress management that result in solution-oriented behaviour, less absenteeism and improved productivity. They also need skilful team management and the essential skills to communicate both internally and externally as they negotiate challenges.
Dialogue Communications training adds value to the transition period companies are facing by enhancing the change processes, and making it a non-threatening, participatory process. This is done by streamlining communication; making people feel safe and able to express their fears, and injecting positivity into the change.
When managing people though difficult times, theory and policies are not enough, and hard skills do not stand alone. Fluid, dynamic, change-focused approaches are needed. Management must be able to respond meaningfully and understand the implications of behaviours and attitudes as well as ensuring that changes are alligned to the organisational culture.
It is therefore essential to know employees and show they are cared about. A lack of direction along with fears and tensions which are not expressed in a useful way lead to age-old problems of resistance, inflexibility, lack of communication and collaboration. These factors become barriers to retaining vital productivity and implementing meaningful change.
Dialogue focuses on clear strategies, rethinking resistance; providing safety; marking endings and creating capability for change. It aims to:
• Create awareness and sharpen understanding around the business’ reasons for change and the risk of not changing;
• Align the company’s culture, values, people, and behaviour to encourage the desired results; and
• Set and measure the required action.
Direct stressors like redundancies, break downs and negative media headlines create under-functioning, short-fused, problematic employees. Lacking outlets and skills for dealing with common stress, the problem is compounded over and over again. Burnout, illness, addiction, accidents, conflict, inefficiency and depression result.
Along with change management, leadership, organisational skills and support, also beneficial to managers and supervisors are good communication skills and critical thinking abilities. These help to develop strong strategic relationships both internally and externally, improve problem solving and ensure critical mine safety and productivity, as well as enabling the ability to solve complex ‘real world’ problems and applications.
Middle management must be enabled to enhance skills and give clarity which reassure and stabilise perceptions. Feeling aligned, valued and skilled will guarantee better behaviours and encourage personal responsibility. This will make the powerful, yet subtle difference that the mine may require to ride the crest of the ‘wave of change’ successfully.
For information on Dialogue Communication’s offering, contact: 0027 (0) 11 442 6572