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The article discusses the role of managers in facilitating change at organizations, presenting recommendations for change management. According to the article, managers and employees should seek to learn about impending changes and the rationale behind them. Leaders should support employees in their career development, learn new skills, network, and make themselves indispensable. The article cautions against becoming self-destructive, complaining, and damaging working relationships. Topics include the role of change initiators, implementers, and targets in the change process.

The article discusses the aspects of performance measurement initiatives which have emerged in all organizational sectors and at all levels within organizations in the U.S. It mentions that professionals from the different fields, such as finance and human resource, continue to make progress in the interdisciplinary job performance management despite the turmoil of facing different measures which are needed for various levels of management. It highlights several performance initiatives, such as strategy mapping and developing a card catalog of services, which should anticipate multiple sets of measures at each level. It also notes that a commitment and example-setting attitude from policymakers and executives is essential for a performance management system to work.

The article discusses the results of a survey of 150 senior executives of Fortune 1000 companies, which investigated the degree to which their firms were investing in employee training programs in the wake of the global financial crisis which began in 2008. It was found that approximately one quarter of the companies in question had scaled back their training programs, but an equal number had expanded them instead. It is noted that employee training programs have indirect benefits on employee morale, as well as direct benefits in terms of improved skills. Examples of low-cost employee training options are cited.

The article focuses on a report from Profiles International, a provider of employee evaluation and personnel management assessment tools, which revealed that 90 percent of business executives reported that they are uncertain whether there are objective evaluation criteria for the best performers inside their company.

The article reports on the survey conducted by Personnel Decisions International Corp. to the high-potential managers in the U.S. Based on the findings of the study, it was found out that leaders who are considered high-potential employees are also considered a high risk for demotion, dismissal, or performance below expectations. David Peterson, the organization's senior vice president of coaching services said that sometimes leaders do not learn right lessons at lower levels since they are used to getting results individually and may not know how to listen to a team.

The article offers information on a survey conducted by CO2 Partners, a Minneapolis, Minnesota-based executive coaching organization, on the reluctance of supervisors to take advice from employees. The survey found that one-third of the 599 employees surveyed had never been asked how to handle a problem in office. Managers seldom asked for advice from lower educated employees and women. It was also found that 32.6% had never or seldom been asked for advice by their boss and only 62.6% had often or occasionally. Gary Cohen, president of CO2 Partners, had used the survey in preparation for writing a book on effective leadership.

The article highlights the results of the survey regarding the motivation strategy employed by most companies in the U.S. According to the Executive Quiz form Korn/Ferry International, more organizations are awarding inflated titles to their employees to retain the top performers. Nearly 50 percent of the respondents were recipients of those awards. It was also found that 46 percent of newly promoted executives have remained the same despite their new titles. Eighty-five percent of the respondents revealed that a bigger job designation would not encourage them to stay in a particular job.