drive organizational change without overloading managers€¦ · source: hr advancement center...

HR Advancement Center

Drive Organizational

Change—Without

Overloading Managers Best Practices to Maximize

Managers’ Finite Capacity

Sarah Evans

Senior Consultant

[email protected]

©2016 The Advisory Board Company • advisory.com

2

Source: Advisory Board.

Where to Find This Session’s Slides

and Additional Resources

advisory.com/ashhra

©2017 Advisory Board • All Rights Reserved • advisory.com • 34796C

3

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Break types can be anything

that you want to consider the

section following the divider as:

• Section

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• Appendix

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If not needed, you may delete

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Why Most Change Initiatives Fail

ESSAY


4

Which Initiatives Is Your Organization Pursuing?

Source: HR Advancement Center interviews and analysis.

Opening a new

service line or facility Optimizing EHR system

Increasing number of

patient access points

Implementing succession

management

Improving HCAHPS

scores

Formalizing a merger

or new affiliation

Integrating a technology

across facilities

Partnering with

a new payer

Standardizing clinical

care protocols


5

The Rule of One-Third

Source: Corporate Executive Board, “Open Source Change: Managing

Change Management Work,” Executive Briefing, April 26, 2016.

74%

Employees Who Haven’t

Changed How They Work

n=6,686 employees, all industries

69%

Change Initiatives that

Fail in Health Care


6

Relying on Managers to Bridge

the Strategy-Execution Gap

C-suite rolls out

new strategy

Goal

achieved

Managers must:

• Learn and internalize the proposed change themselves

• Introduce and communicate the change to frontline staff

• Develop department/unit-specific timeline and milestones

• Implement new policies, procedures, and process steps

• Help frontline staff understand how their actions impact goals

• Monitor and track adoption of the change over time

• Keep costs within or below budget


“Strategy Execution”


7

Scope of the Manager Role Getting Even Bigger

Manager as Change Agent

Focus: Organizational

Transformation

• Strategy translation

• Behavior change

• Vision setting

• Innovation

Evolution of the Health Care Manager Role

Manager as Unit CEO

Focus: Team Outcomes

• Process improvement

• Clinical outcomes

• Cost management

• Unit productivity

Focus: Team Outcomes

• Process improvement

• Clinical outcomes

• Cost management

• Unit productivity Manager as Supervisor

Focus: Staff Management

• Unit scheduling

• Team supervision

• Performance evaluations

• Training and coaching


• Unit scheduling





• Unit scheduling






8

Executive Asks Often Make Manager Role Harder

CQO CNO CHRO CFO

Culture

of Safety

Action Plan

Magnet

Redesignation

Action Plan

Engagement

Action Plan

Labor Savings

Action Plan

Culture of

Safety

Magnet

Redesignation

Employer of

Choice

Cost Savings

Initiatives

Representative Change Initiatives from Executives

Number of annual change

initiatives at one representative

health care organization

400

Number of individual

change initiatives hitting a

manager at any one time

5–15



9

On the Verge of Hemorrhaging Management Talent

Source: Warshawsky N and Havens D, “Nurse Manager Job Satisfaction and Intent to

Leave,” Nurse Econ, 32.1, 2014 pp. 32-39; HR Advancement Center interviews and analysis.

Nurse

Managers

Leaving 62%

Percent of Nurse Managers

Planning to Leave Within Five Years

n=291 Nurse Managers

Managers leaving

for retirement

Reasons Managers Plan to

Leave Within Five Years

78%

22%

Managers leaving

for other reasons


10

Three Interventions to Stop the Overload


Help Managers Help Themselves

Invest in developing skills to

increase manager capacity

Build Support into Manager Role

Alleviate span of control and

workload pressures on managers

Filter Initiatives from Above

Control the stream of new initiatives

and unplanned work falling on managers


11

Organizational Change Outpacing

Leadership Development

Source: Talent Development research and analysis.

Revolutionary Change

in Health Care

Population health

New reimbursement models

Retail market

Market-wide data integration

One standard of care across the continuum

Mergers and acquisitions

Incremental Improvement

of Leadership Development

Broader application of IDPs

Team-based learning

Online resources

Behavioral interviewing

Service training

Vision and value statements

2010 2020

Pace of Evolution

Leadership

Development

Health Care


12

How the Advisory Board’s Talent Development

Can Help Managers Help Themselves

Source: Talent Development research and analysis.

Challenge Facing

Managers

Traditional Training

Offerings

Talent Development

Solution

Managers are

stressed and

burned out

Coursework on

meditation, yoga,

wellness

Empower managers

to clarify their top priorities,

scope their involvement

in initiatives, and become

effective self-advocates

Managers are

overwhelmed by

volume of change

Project management

training to increase

the efficiency of each

individual project

Help managers “batch

manage” changes by

teaching them how to

advance multiple change

initiatives at once

Managers are

facing early-

tenure turnover

Engagement

strategies to increase

all staff engagement

Show managers how to

supplement engagement

efforts with targeted

retention conversations

for staff at risk of turnover


13

Best Practices to Maximize Managers’ Finite Capacity


1

Remove Work from

Managers’ Plates

2

Reallocate Staffing

Resources to Better

Support Managers

3. Unit

Microsystem

4. Specialist

Carve-Out

1. External Demand

Surfacing

2. Predetermined

Project Routing

Re-scope the Manager Role

Practices to increase manager capacity

3

Reconcile Executive

Expectations with

Manager Realities

4

Reduce the Number

of Initiatives Hitting

Managers at Once

6. Standard Initiative

Prioritization Criteria

7. Predetermined

Initiative Endpoints

8. Integrated Executive

Action Plan

5. Manager-Driven

Solution Surfacing

Re-focus the Executive Ask

Practices to ensure organizational initiatives are doable


14





• Section

• Chapter

• Essay

• Appendix

• Etc.


the break type box.

Remove Work From Managers’ Plates

SECTION

1 • Practice #1: External Demand Surfacing

• Practice #2: Predetermined Project Routing


15

Everything Flows Through the Manager


I’m calling Environmental

Services all day long

about the trash.”

Residents are always

asking me to help with

their projects.”

Representative “Off-the-Record” Comments from Managers

Performance reviews take

forever and everyone’s is

about the same anyway.”

My recruiter is sending me

people I can’t use; I’ve

explained who I want so

many times already.”

Imaging needs a

change in physician

documentation. Why

are they coming to me?”

I keep calling transport

to pick up that patient.”


16

Two Options to Deflect Work Away From Managers


External Demand

Surfacing

Predetermined

Project Routing


17

Surfacing Demands from Other Departments

Practice #1: External Demand Surfacing

Source: Texas Health Presbyterian Hospital, Dallas, TX; HR Advancement Center interviews and analysis.

Critical Components for Senior Leaders to Effectively Surface Demands

Establish a

Dedicated Block

1 Steer the

Conversation

Towards Solutions

Create a Safe

Space for Managers

to Surface Issues

2 3 Follow Through

and Communicate

Candidly

4

“Conversations with Cole”

• 90-minute quarterly meeting

• All nurse managers invited

• Attendance voluntary, but

encouraged

• Open agenda, conversational style

Culture of Connection

“We need to authentically connect with

managers and address the things that

prevent them from being great leaders.”

Dr. Cole Edmonson, CNO

Texas Health Presbyterian Hospital


18

Surfacing Demands from Other Departments (cont.)

Case in Brief: Texas Health Presbyterian Hospital

• 888-bed, acute care hospital in Dallas, Texas

• In 2012, introduced dedicated time blocks for nurse managers to share their feedback

and challenges directly with the CNO on a quarterly basis; referred to meetings as

“Conversations with Cole”

• Nurse managers share pain points, including inter-disciplinary issues, which are

aggregated and reported as themes to other senior leaders; senior leadership team

develops action steps, which are reported back to the nurse manager group via

existing communication channels and meetings

• Increased transparency between senior leaders; nurse managers and led to the

resolution of many pain points



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Create a Safe Space for Managers to Surface Issues

Component #2

Set Ground Rules

Keep strict confidentiality; don’t

track attendance or take minutes;

let managers suggest other rules

Be Transparent

Be transparent about the purpose of

the conversation and what nurse

managers can expect from leaders

Listen to Managers’ Experiences

Encourage sharing, listen, and remind

leaders to refrain from giving too much

unsolicited advice

Exemplify Your Own Tenets

Model free and open communication

and encourage the same from leaders

and managers



20

Steer the Conversation Towards Solutions

Component #3


How much time do you spend managing __________________

each week?

What is a particular pain point caused by other departments?

1

2

In the last six months, is there something another department did

that helped address these issues? 3

Starter Question Set

Cross-disciplinary issues


21

Follow Through and Communicate Candidly

Component #4

Communication

Loop

Solicit input from managers

during regular forums

Honestly report back

what will be addressed

and how; what will not

be addressed and why

Share themes with

senior leadership;

exclude unit-specific

identifying details

Determine action steps

with senior leaders



22

Relieve Bottlenecks by Bypassing the Manager

Practice #2: Predetermined Project Routing

Source: Kramer M, et al., “Structures and Practices Enabling Staff Nurses to Control Their Practice,” Western

Journal of Nursing Research, 30, no. 5 (2008): 539-559; HR Advancement Center interviews and analysis.

What Shared Governance Is:

A model that flattens the

decision-making hierarchy

Opportunity to instill frontline

accountability and ownership

over practice and environment

Focused on nursing practice,

environment and patient care issues

What Shared Governance Is Not:

Management-driven

A democratic decision-

making model

Solely focused on

care quality issues


23

Routing Projects Directly to Frontline Leaders

Source: Intermountain Healthcare, Salt Lake City, UT; HR Advancement Center interviews and analysis.

Intermountain’s Project Routing Process

Leadership

Council

Engagement

Council

Practice

Council

Core Leader

Coordination Council

Practice

Core Leader

Leadership

Core Leader

Engagement

Core Leader

Nurse

Manager

Senior

Leader

1 per unit

1 per unit

1 per unit


24

Case in Brief: Intermountain Healthcare


• Health system headquartered in Salt Lake City, Utah, with 39,000 employees and

over 9,300 nurses

• Revamped Shared Governance model to create a standard unit structure with

three councils responsible for specific types of work; councils target staff

engagement, clinical practice, and leadership

• The three-council structure is cascaded at the unit, hospital, region, and system

levels of the organization to encourage standardization

• The councils are each led by a frontline staff “core leader” accountable for initiative

implementation and follow-through and who serves as a local representative on the

next council “up”

• New initiative work is automatically assigned to the appropriate council based on

pre-determined parameters and executed by the core leader

• Project routing bypasses the nurse manager, allowing the organization to adopt

more initiatives by distributing them across core leaders rather than overwhelming

nurse managers

Routing Projects Directly to Frontline Leaders (cont.)


25

Specialized Councils Focus on Select Work


Practice Council Leadership Council Engagement Council

• Elevate hand hygiene

compliance

• Review all falls

• Analyze infection reports

and teach best practices

• Revamp patient

education processes

• Maintain ongoing Joint

Commission preparedness

• Manage staff utilization

• Perform physician rounding

• Oversee service recovery

process for charge nurses

• Promote the Healing

Commitments

• Oversee whiteboard

template for department

• Review HCAHPS reports

• Develop nurse recognition

strategies

Select Responsibilities Across Intermountain’s Core Leadership Council Structure


26

Set Unit-Based Core Leaders Up for Success


Protected Time Compensation Training

Provided 5% salary increase

as incentive to take on added

leadership responsibility

Conducted half-day leadership

sessions on action planning,

project management, and

leading change

Budgeted an average of 36

dedicated hours per month

for 3 core leaders

Key Components of Core Leader Success at Intermountain

200+ Number of core leaders

hired and trained since 2014

“It was critical that managers ensure the right people

are in the right roles in order for this model to be

successful. Every great leader is a great clinician.

But not every great clinician is a great leader.”

Todd Neubert, CNO

Homecare & Hospice

Intermountain Healthcare


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Core Leaders Equipped to

Implement Projects Independently


10–15 Average number

of nurse manager

hours saved per

initiative per month

Roles of Core Leader and Nurse Manager on a Typical Project at Intermountain

Project Assigned to Core Leader

Root Cause Analysis

Action Planning

Project Implementation

Monitoring Outcomes

Core Leader’s Role Nurse Manager’s Role

Advise as Needed


28

Leveraging Frontline Staff to Drive Change

Source: Virtua, Marlton, NJ; HR Advancement Center interviews and analysis.

Executive Advisory Group (EAG)

• What it is: One system-level group

• Purpose: Allows senior leadership to share

strategic perspective and receive feedback

• Leader: System CEO

• Participants: Includes senior leaders and

two representatives from each LECT1

Local Employee Change Teams (LECT)

• What it is: Teams at each local facility

(12–13 across the whole system)

• Purpose: Focus on ideation and execution of

local change; elevate common changes and

challenges to system CEO through EAG

• Leader: Facility CXO and HR leader

• Participants: Comprised of 10–15 frontline

employees nominated by leaders

EAG

LECT

Identify

systemic

opportunities

for change

Propose

systemic

solutions

Virtua Creates Employee-Driven Change Teams

1) Local Employee Change Teams.


29


Case in Brief: Virtua

• 3-hospital system headquartered in Marlton, NJ

• Winner of the Advisory Board Workplace of the Year award for employee engagement

• Fosters grassroots change and executive-frontline connection through two tiers of teams:

Local Employee Change Teams (LECT) and system-level Employee Advisory Group

(EAG); there are 12-13 LECTs across the system focused on local-level initiatives

• LECTs consist of 10-15 frontline staff who are nominated by their leaders to join, led by one

facility-level CXO and a member of the HR team, who helps facilitate the conversation

• EAG consist of two LECT members from every facility and is led by the system CEO; ideas

better addressed at system level are elevated from LECT to EAG

• The “skip” connection between executive and frontline staff allows executives to receive

frontline input and make decisions on frontline ideas without needing to go through the

manager first

• Drives accountability for change at all levels, which eases the burden on managers

Leveraging Frontline Staff to Drive Change (cont.)


30

Employees Drive Large Cumulative Impact


1) Local Employee Change Teams.

Advocated for collaborative work

environment with cube sound

barriers and conference room

cleanup protocol

Surveyed peers for Voice of the

Customer business case

Met with SVP of Facilities

and CEO to discuss improvements

Revitalized IS service

Designed program for cross-

training employees

Established campus directory

Determined use of wellness

grant and created mission: Be

Well, Get Well, Stay Well

Wellness champions led by VP

of Nutrition

Visited local farms to bring in

fresh fruit

Created meditation room

Renovated campus exercise

room

Piloted food service program

Purchased picnic tables for outdoor

seating area

Worked with facility managers to

install a flag pole at the Long Term

Care and Rehabilitation facility

Facilitated process to get a covered

walkway into one of the hospitals

Added safety measure to parking

lot

Established escalation path for

urgent facility needs

Led community outreach initiatives

Representative Changes Instituted by LECTs1


31





• Section

• Chapter

• Essay

• Appendix

• Etc.


the break type box.

Reconcile Executive Expectations with Manager Realities

• Practice #5: Manager-Driven Solution Sourcing

SECTION

3


32

Executives Removed from Manager Realities

How overloaded

are managers to

begin with?

What’s the down-

stream impact of

change?

How much

guidance do

managers want?

How would

managers solve

this problem?

What do

managers really

think of this plan?

Practice #1: External

Demand Surfacing



33

Stumbling Out of the Gate with New Initiatives


Two Dominant Starting Points for Strategic Initiatives

New Strategic Initiative

Goal: 100% Increase

New Strategic Initiative

Goal: 100% Increase

Step 1

Step 2

Step 3

Step 4

Broad Proclamation Over-Prescribed Solution


34

Sourcing Actionable Solutions from Managers

Three

Components

1 2 3 A specific priority that

needs manager input

Dedicated working

time in meetings

Executive-level

participation

Practice #5: Manager-Driven Solution Sourcing



35

Component #1: A Specific

Priority that Needs Manager Input

Valley Children’s Monthly Leadership Meeting Topics

October 2016-February 2017

October

Topic: Transparent

budget process

Group discussion:

How do we talk about

budget approvals and

limitations to better

engage staff?

November January February

Topic: Staffing

Group discussion:

What does our

engagement survey

data have to say

about staffing?

Topic: Strategic

planning

Group discussion:

How does engaging

staff support our

strategic plan?

Topic: Resource

allocation

Group discussion:

How can we use staff

input to best allocate

resources at the

department level?

Source: Valley Children’s Healthcare, Madera, CA; HR Advancement Center interviews and analysis.


36


Component #1: A Specific

Priority that Needs Manager Input (cont.)

Case in Brief: Valley Children’s Healthcare

• A network of comprehensive care for children, including a 358-bed children’s hospital,

three neonatal satellite locations, as well as partner hospitals, specialty care centers, and

pediatric primary care practices throughout the Central Valley of California.

• Winner of Advisory Board Workplace of the Year award for employee engagement

• Shifted focus and structure of regular leadership team meetings to engage managers in

meaningful dialogue and better support the desired behavior of leaders

• Each meeting focuses on specific organizational priority and empowers leaders to

facilitate transparent, engaging conversations with their teams


37

Choosing the Right Challenge for Discussion

Characteristics of a Challenge That Needs Manager Input


It will impact managers—either immediately, or in the long-term.

It crosses multiple boundaries—limiting a single executive from having

the full picture.

It has not been resolved yet—executives have not decided on a course

of action and manager input could still be incorporated.


38

Component #2: Dedicated Working Time in Meetings

Before

Agenda

80% Update

20% Q&A

After

Agenda

20% Update

80% Exercises

and discussion

• Lengthy top-down updates

• Disengaging “data-dumps”

• Rushed or non-existent

questions from managers

• Digestible updates

• Engagement with issues

• Meaningful dialogue and

thoughtful questions



39

Valley Children’s Restructured Leadership Meetings


Breakdown of Valley Children’s Agenda on Staffing

Identify the Challenge or Opportunity

Share data to demonstrate that “my

unit/department has enough staff” has been a

consistent opportunity on the engagement survey

Roundtable Discussion

• What causes staffing challenges?

• As a leader, what do you have control of

or influence over that impacts staffing?

Brainstorm Resources

Executives role play how to have difficult

conversations and provide adequate

transparency on organizational decisions

9:00–9:15am

9:15–9:45am

9:45–10:00am


40

Keep Discussions on Track

Source: HR Advancement Center.

Situation Recommended Technique and Scripting

Teasing out partially formed ideas:

You should clarify and get more

information from the participant when

you hear a partially formed idea.

“I think I hear you saying…”

“What do you think is causing that to happen? What

else?”

“Can you expand on that? Can you tell me about a

time when that happened?”

Determining if a new idea has merit:

Engage the group to evaluate the idea

and determine its relative importance.

“Do others in the room agree with that thought?”

“How many of you feel that this is one of the 2 or 3

most important causes of our problem?”

Consolidating several ideas from the

group: Acknowledge that it’s a great

suggestion and identify its value to

further an existing, similar idea.

“That is another excellent idea, and it also makes

<other idea> feel that much more important, since

the two feel somewhat related.”

“That’s an important point, let’s put that in the

parking lot to discuss later.”

Sample Situations


41

Component #3: Executive-Level Participation

Source: Texas Health Resources, Arlington, TX; HR Advancement Center interviews and analysis.

Representative Video Town Hall at Texas Health Resources

Local Facility Discussion

Facility CNO facilitates in-person

discussion with managers to surface

questions, concerns, opportunities

15 minutes

System CNE Video Update

Gives an update on a system

priority to all facilities at once

15 minutes

System-Wide Virtual Debrief

Local facilities report out to give

leaders a system-wide perspective

20 minutes


42

Source: Texas Health Resources, Arlington, TX; HR Advancement Center interviews and analysis.

Component #3: Executive-Level Participation (cont.)

Case in Brief: Texas Health Resources

• 3,800-bed health system in north central Texas, with more than 20,500 employees

• Every other month, the System CNE hosts an hour-long video town hall for the nurse

manager and director levels

• For the first 15 minutes of the meeting, the System CNE provides a live video

introduction of a strategic initiative that is streamed at each facility

• The next 15 minutes are used for in-person conversation at each facility; facility

CNOs or CNO-designees facilitate the discussion around strategic questions posed

to managers and directors

• The last 20 minutes of the meeting cut back to the video stream, to share feedback

across the sites so managers, directors, and CNOs gets a system-wide perspective

• A written evaluation is provided after each town hall to capture additional manager-

and director-level feedback for executives


43

Rethinking the “Command and Control” Approach


Collaborative Approach

1. Seek input early, before

executives make a decision

2. Incorporate manager

feedback into solution

3. Agree on a single

course of action

Command and Control Approach

1. Senior leaders make an

executive decision

2. Cascade decisions down

to the manager ranks

3. Invite feedback, largely

after the fact


44

Getting Executives On Board

Demonstrate the Value Over Time

Meeting Agenda

1.

2.

3.

4.

Option #1: Use a portion

of an existing meeting

Option #2: Host a

special working session



45





• Section

• Chapter

• Essay

• Appendix

• Etc.


the break type box.

Two Practical Next Steps

• Change Calendar

• Stress and Burnout Sessions

CODA

©2017 The Advisory Board Company • advisory.com • 34794C

46

Revisiting the Change Calendar

Source: Froedtert & the Medical College of Wisconsin Froedtert Hospital,

Milwaukee, WI; HR Advancement Center interviews and analysis.

Excerpt of Froedtert’s Change Calendar

Activity Lead 2014

Oct

2014

Nov

2014

Dec

2015

Jan

Standardize

Communication Boards M. West X

Magnet Application

for 3rd Designation J. Dark X X X

AHRQ Culture of

Safety Survey C. Harris X

Patient Monitors Education R. Wits X

Crucial Conversations

Education1 K. Mill X X X X

Patient Defibrillators

Education R. Wits X X

Schedule all changes

on one calendar

Resequence

initiatives when

too many changes

fall at one time


47

Source: Froedtert & the Medical College of Wisconsin Froedtert Hospital,

Milwaukee, WI; HR Advancement Center interviews and analysis.

Revisiting the Change Calendar (cont.)

Case in Brief: Froedtert & the Medical College of Wisconsin

Froedtert Hospital

• 500-bed academic medical center; part of three-hospital regional health

system headquartered in Milwaukee, Wisconsin

• CNO and nursing director team meet on regular basis to discuss

upcoming initiatives, changes, and change management needs; discuss

impacts to staff nurses, nurse managers, magnitude of change,

interdependencies and other requirements to be successful; adjust timing

of changes and education as indicated

• CNO distributes finalized change calendar to directors, managers, and

educators on a regular basis during leadership team meetings

• Unit managers use change calendars as reference tool while discussing

rollout of new initiatives during unit huddles; managers transparent about

rationale behind timing of change

• Details of changes posted on unit bulletin boards, education boards, and

in unit newsletters


48

Dedicating a “Vis Room” to Organizational Changes

Sutter Eden Hospital Keeping Its Change Calendar in Plain View

Source: Sutter Eden Hospital, Castro Valley, CA; HR Advancement Center interviews and analysis.

Snapshot of Sutter Eden Hospital’s “Vis Room”

Green dots indicate change successfully

rolled out; red dots indicate deadline

missed, need to resequence

Full calendar permanently

posted on wall of dedicated “vis

room” for all leaders to see


49

Source: Sutter Eden Hospital, Castro Valley, CA; HR Advancement Center interviews and analysis.

Dedicating a “Vis Room” to Organizational Changes

(cont.)

Case in Brief: Sutter Eden Hospital

• 130-bed hospital located in Castro Valley, California; part of Sutter Health

• In fall 2014, senior leaders at Eden Hospital implemented a “vis room” (visualization

room) to help better pace the rollout of organization-wide changes

• Eden’s A-team (COO, CMO, CNO, quality director, and HR leader) meet weekly, and

on a monthly basis use vis-room to plan and re-sequence changes for coming months

• Goal of “vis room” is to see changes in one place; one wall is dedicated to the change

calendar (listing initiatives, updates, and new standards, by week); a second wall is

dedicated as a “work wall,” which lists all proposed changes; items on the “work wall”

are reviewed by the A-team and evaluated for potential inclusion on the schedule

• When a deadline is met or initiative completed, the A-team places a green dot on the

wall next to the initiative; when a deadline isn’t met, the A-team places a red dot on the

wall next to the initiative; when several initiatives have red dots, the A-team

resequences initiatives appropriately


50

Join Us on Tuesday

Two Sessions on Reducing Stress and Burnout

Reduce Stress and Burnout Part 1:

Respond Productively to Stress

8:00 am in T6

Reduce Stress and Burnout Part 2:

Build Your Personal Board of Directors

9:15 am in T12

Tuesday, September 19

Spend the morning investing in yourself during this two-part session. Many of

the environmental drivers of stress and burnout in health care are beyond

your control, but you can take greater control over how you respond to those

conditions to work more sustainably.

©2016 The Advisory Board Company • advisory.com

51

Source: Advisory Board.

Where to Find Slides and More Information

advisory.com/hrac/ashhra

HR Advancement Center

Drive Organizational

Change—Without

Overloading Managers Best Practices to Maximize

Managers’ Finite Capacity

Sarah Evans

Senior Consultant

[email protected]

drive organizational change without overloading managers€¦ · source: hr advancement center...

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