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Nampak Plastics Europe was the overall winner and category winner for the Chartered Institute of Personnel and Development's (CIPD) People Management Awards. The company's change program was focused on releasing employees' potential, which is why engagement became a natural behavior. Other companies which have received awards for other categories are also listed.

Ways on how organizations can make the most of the economic recovery are discussed. It is believed that competencies are the generic skill clusters that teams and organizations need to develop in order for the enterprise to realize competitive advantage. The importance of organizational innovation is also discussed.

An overview of Birmingham City Council's values-based change program, which gives team members the power to make a difference, is presented. Workshops were conducted, and were able to generate more than 6,000 innovations and service improvements. Around 25,000 people have taken part in the workshops.

Details of the massive culture change program by the human resources department of the Royal Mail of the United Kingdom are presented. The program has helped the agency to boost its profits and hefty staff bonuses.

The range of knowledge-based services designed to enhance the performance of companies in several sectors is presented by illustrating two organizations that are examples of dynamic capabilities. An organization can make rapid, strategic changes as required even to core competencies, if it accepts the concept of dynamic capabilities.

Action learning as a method of organizational and individual development is discussed.

Human resource departments may become more involved in corporate restructuring and design.

It is important for employers to listen to their employees. The results of a survey by the Chartered Institute of Personnel and Development and human resources development at John Dewar and Sons are discussed.

Managers may be able to address the uncertainties associated with organizational change by exhibiting strong leadership traits. Managers who adopt a transformational approach to leadership does not only boost the confidence of employees, but also help them view the overall change process as a challenging, rather than a tragic experience. To handle change efficiently, leaders must be able to advocate the use of open communication policy in the workplace so as to allow involved parties to discuss their all relevant elements of the process. Most importantly, leaders must be able to encourage his employees to bring out the best in them. They must likewise set a good example for their constituents, particularly in situations when open-mindedness and right thinking are both crucial.

The unwritten rules that govern the behavior of people in organizations are not as visible as the written rules but may be more important to change programs than management realizes. Traditionally, managers focus on the written rules, such as policies, procedures, organizational structure, strategies and employee manuals. They do not realize that these written rules are merely the tip of the iceberg and that less discernible mechanisms are at work, such as the sensible ways to behavior, the advice dispensed to a friend on how to retain a job, and strategies on how to succeed in the company. These are important factors and managers should understand them to facilitate successful change initiatives. The three issues that may affect the unwritten rules are the motivators, which are the things valued by people; the enablers, which refer to the important people in the organization, and the triggers, which link the two earlier factors.

Human resource (HR) departments appear to be in a never-ending struggle to cope with innumerable transformations within business structures and functions. Thus, HR personnel find that the value added by their functions is regularly being questioned. This state of affairs calls for a transformation in fundamental organizational management and development systems. A consortium called New Learning for New Work was established in 1997 to develop a plausible alternative to address the need for a fundamental change in the existing organizational management and development system which is limiting rather than positively contributing to the creation of value for organizational stakeholders. The new system will be founded on a perception of partnership that will substantially transcend the traditional customer-supplier relationship.

It is commonly believed that organizational change initiatives can only be effective if they start from the top and cascaded throughout the organization. However, the conventional top-down approach to change management has proven to be ineffective due to such factors as cynicism, negative emotions and destructive politics. Unfortunately, no genuine bottom-up approach has been developed to serve as an effective alternative. A good bottom-up business transformation strategy would involve three important elements: the development of good practices in different parts of the organization, an emphasis on the power of the individual and the need for these individuals to have external experiences. The best change management approach is not top-down or bottom-up, but 'anywhere up.'

Many reengineering programs fail because they are too preoccupied with technical issues and pay too little attention to the human factor. One organization that successfully reengineered its processes is the Royal Bank of Scotland. The bank realized the need for a dramatic rethinking of the way it did business when the quality of its services began to deteriorate and investors were rapidly losing confidence. A study of the bank's problems revealed that it had poor organization design, poor-quality personnel holding key positions, a lack of vision and investment in information technology, weak lending and pricing policies, mediocre products, and poor customer service. Management involved HR professionals in the project, recognizing that it is necessary to identify the behavioral skills needed to achieve and sustain successful change.

The UK's coalition government has shown the potential of political brokering. It is believed that the human resource (HR) function needs to take this role in order to create the innovative cultures needed for long-term success. The importance of environment scanning and resource allocation is also discussed.

It is believed that organizations which are well-led have much more chance of surviving turbulent times. Poorly led organizations are expected to become miserable places to be, since creativity and innovation are linked to energy, edge, and fun. The essential ingredients of successful leadership during a recession are also discussed.

It is believed that human resource (HR) practitioners find it difficult to define the term 'organizational development' (OD) precisely. Because of this, OD practitioners need to have a broad skills set and a deep understanding of the systemic nature of organizations. Information about the humanistic approach to OD is also presented.

It is believed that online social networking can stimulate innovation in the workplace. However, these networks challenge conventional management, since they test the line between the personal and the professional, and between the organization and its staff. The need to address questions about influence, innovation, and loyalty, is also discussed.

It is believed that organizations can cope with problems caused by the credit crunch if they adopt 'built-to-change' principles. Companies that wait for an overwhelming mandate to engage in change efforts are likely to be left behind. The importance of organizational structure in sustaining business success is also discussed.

Information about Gate Gourmet London's human resource (HR) program is presented. The company, a finalist for People Management Award 2008, took a new management team, added union involvement and staff communication, and was able to transform employee relations.

An overview of Britvic's innovative leadership program is presented. In the midst of profit warnings and a declining market, the company's executive committee embarked on an organizational development (OD) project designed to haul back expenditure and identify where the organization could grow. The outcome of the company's program is also discussed.

The role of human resource directors toward business innovation is discussed.

The role of outside human resource consultants in managing organizational change is examined.

Scottish whiskey distiller William Grant and Sons Inc. abandoned tradition when it sought to transform itself from an autocratic and paternalistic organization into one that is team-based and non-hierarchical. As part of its radical change program, the company relocated from Paisley to Motherwell, derecognized most of its unions, organized the workforce into teams and empowered them to operate like small businesses. To sell the change concept to employees, William Grant brought in popular Scottish management consultant Jack Black. He calls his program 'Mindstore,' an amalgam of various concepts that includes mind-mapping techniques, neuro-linguistic programming and Napoleon Hill's leadership theories. While not every company is convinced of Mindstore's effectiveness, William Grant officials are optimistic that the firm's restructuring efforts will succeed.

Companies need to move from partriarchy to partnership if they want to achieve success in the future. They will have to remake themselves to ensure their survival. Organizations have to be innovative, to seek the most qualified and committed workers, and to appreciate and respond to the diversity of their customers. To effect such radical changes, business leaders have to be empowering and nurturing. They have to develop a vision for the organization, to be accepting of change and uncertainty, and to create an appreciative and supportive environment. They must also take time out to listen to their personnel, to be honest and to take responsibility and initiative. The training function can contribute to the transformation of the organization. Trainers can help empower employees by inquiring about issues that are relevant to them and by providing workshops or training programs that can enhance their effectivity at work.

Techniques for dealing with organizational change in the workplace are given. The five topics discussed include build on the past, fully inform people, engage people in finding soluations, provide a clear vision, and act quickly.

Organizations need to recognize that the human resource (HR) function is a means to a business end. HR professionals should not only seek to make the case for HR, but also prove the value of investing in people. The importance of absolute pragmatism and flexibility in an ever-changing environment is also discussed.

The head of human resources (HR) at Action for Blind People talks about the role of openness and transparency in implementing a major change program within the organization. It is believed that the change process does not end when the consultation does, because the focus just shifts to managing remaining employees.

The Chartered Institute of Personnel and Development (CIPD) has created a new online tool that allows members to learn more about developing a coherent change management strategy. Members can download more than 30 free online tools from the CIPD's Web site on topics such as communications, coaching, and talent management.

The human resource (HR) director of NG Bailey talks about the company's 'For Life in Buildings' strategy. The program was designed to allow the organization to offer customers a 'cradle-to-grave' solution and improve its specialisms. The firm realized that it had to breed a culture of innovation in order to succeed.

The head of organization development at Spire Healthcare talks about the group's engagement and organizational development strategy, which delivered superior results. The organization believes that staff engagement is fundamental to building business improvement. This strategy helped improve Spire's financial results.

Ways on how organizations can ensure that business transformation initiatives do not become undermined by falling morale, lost productivity, and industrial action, are discussed. It is believed that employees are now at risk of becoming resistant to change. Companies will need to set clear people objectives, engage unions from outset, and support those who leave.

Mark Adams, human resource (HR) director at Santander, believes that there is no perfect solution for HR professionals implementing a change management program after a merger. HR directors who are in this situation will need to be bold, act quickly, and communicate their decisions well.

Ways on how organizations can create both a culture and a climate of innovation are discussed. Companies will need to make innovation a priority, take an outside-in perspective, create a process for innovation, drive out fear, create trust, and recognize both successful and unsuccessful innovators.

Trends show that employees are increasingly being asked to come up with new thinking in rapidly changing markets. However, the mandate to respond quickly to changing market conditions could create 'initiative-itis.' Some organizations start a whole raft of innovation initiatives that go nowhere.

It is believed that there is a need for leaders who can deliver cost-effective change, now that public-sector cutbacks are looming. Human resource (HR) departments will need to keep 'trailblazers' motivated, and ensure that organizations get the most from their dynamism and commitment. This will help in yielding tangible benefits to local communities.

The executive director for people and organization development at Cancer Research talks about her job around the organizational development (OD) field. She believes that the key to working in OD is working with issues that are presenting themselves, as well as accepting the fact that current challenges are the result of past experience.

The head of human resources (HR) at Somerset County Council talks about the council's radical change agenda for HR in early 2007. This change approach resulted to a more business-focused HR service. Information about the introduction of an internal coaching model within the council is also presented.

It is believed that organizational innovation depends in part on sustaining the appropriate organizational conditions for creativity to thrive. The human resource (HR) function could be central in defining the agenda and delivering innovation at all levels. However, the government, universities, and think-tanks are claiming innovation as their own territory.

The senior learning & OD officer of Lincolnshire County Council talks about the Investor in People (IIP) award, which aims to create a culture of continuous improvement in organizations. The council wanted the IIP to be a driver for change. Its action plan featured a series of human resource (HR) policy briefings.

It is believed that leadership is essential, as poor leadership leaves employees feeling uncertain about the future, and it creates a business that is slow to see new opportunities. Information about leadership development in companies, which can be motivational and inspiring for those who attend, is also presented.

A study by the Change Management Consortium (CMC) showed that change-capable organizations will be better placed to bounce back once the current recession has bottomed out. Organizations will need to work at the individual, managerial, and organizational levels in order to develop this capability.

RNID's executive director of people and development talks about the organization's efforts in driving cultural change. RNID identified 23 key roles that may have a strategic contribution to the development and delivery plans of the organization. RNID's recruitment and appraisal process was also redesigned to reflect certain behaviors and values.

Ways on how human resource (HR) practitioners can develop their organization development (OD) skills are discussed. These methods include defining an organization's agenda, gathering and assessing data, creating a non-threatening atmosphere, and choosing correct evaluation methods.

Ways on how organizations can handle restructurings are presented. These methods include seeking additional training and spending one's energy on constructive action, visualizing the result of the change, exploring new possibilities, and recalling past achievements. The need to try different processes to build trust is also discussed.

Agnieszka Lenton of Greater London Authority has been awarded the Chartered Institute of Personnel and Development management research report prize. Lenton's research on flexible location working focused on the psychological effects of change programs on staff. Lenton's opinion on applying her research on the Greater London Authority is also presented.

Heart of England NHS Foundation Trust took over Good Hope, a poorly performing neighboring hospital near Birmingham, in 2007. This acquisition turned the trust into one of the largest in the United Kingdom. This undertaking was intended to give Good Hope Hospital greater financial stability and to enhance its reputation with local people. The details of the trust's change management project are also presented.