Harness the Power of your People with Oliver Wight’s New White Paper

Oliver Wight AP release new white paper on how to manage people and behaviours
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Oliver Wight
Oliver Wight Ap
Improve Productivity
Maximise Potential
Behavioural Change


Melbourne - Victoria - Australia

July 19, 2012 - PRLog -- A white paper on how to manage people and behaviours to get financial results that will last has been released by business improvement specialists Oliver Wight. Entitled ‘Unlocking the Potential: Harnessing the Power of your People’, the series of articles explore the benefits of educating and maximising employee potential to drive performance levels, improve productivity and maximise financial gains.
Written by Oliver Wight partners, Stuart Harman and Mike Reed, who have over fifty-five years collective experience, the white paper shares key insights in to how to harness the power of employees and achieve sustainable improvement in any business. How this can be achieved through behavioural change, time management, appropriate performance measures and effectively balancing the three key elements of people, processes and tools, is explored.
“Continuous improvement and the pursuit of business excellence have become increasingly vital in ensuring an organisation’s future survival and success,” explains Harman. “Successful business improvement relies on the integration of people and behaviour, with new processes and tools. This challenge depends heavily on education.” The white paper outlines three keys principles to follow to encourage people to accept and own new ways of working:
1) Get employees on board by exciting them about the business potential, which can be bought about by change.
2) Engage people – from managers to front line staff, by encouraging their participation in the process redesign.
3) Ensure individuals understand their role within the business and in driving change.
Utilising what your company already has is a cost effective way of refining your business, but Stuart says “productivity should not be confused with simply demanding more from employees; to be sustainable it is important to adopt the maxim of ‘working smarter not harder’.” The articles outline how to equip every employee with the knowledge, processes and tools to create the right atmosphere and desired output for sustainable productivity in a successful change programme.
“Ultimately, failure to sufficiently invest in people will inevitably undermine the success of any change program,” Harman concludes.
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