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Changing the Culture Trailer
While the need to change the culture is as great as I've seen it, the commitment and perservance needed is one of the toughest initiatives to implement - and even harder to sustain.
George Wheaton (not his real name), was one such person who pulled it off. Here's how.
SHOW NOTES
Case Study: Strategic Talent Development at Real
Resources
This script studies the case of Real Resources and its CFO
George Wheaton. Faced with a rapidly evolving post-Covid business environment,
a retiring baby boomers population, and a distinct view of work by new workers,
Wheaton initiated a strategic transformational initiative.
Wheaton's quest aimed to transition the finance and
accounting department's image from that of a 'policeman' to that of a valuable
business partner. The transformation focused on not just changing the
department's culture but also attracting, developing, and retain talent,
positioning finance as a vital part of the decision-making process. Challenges
included overcoming organizational inertia, generational differences, and
short-term thinking.
Real Resources implemented various strategies for this
transformation, including fostering a talent development culture based on
specific behaviors, a structured recruitment and selection process, on-boarding
through clarifying expectations, and the crucial role of ongoing coaching and
mentoring.
The final sections of the case study discuss approaches to
employee retention and separation, demonstrating that managing talent is a
holistic process. The script concludes by contemplating study questions
surrounding the initiative, its implementation, the role of leadership, and
potential vulnerabilities.
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By Ladderburners
5
11 ratings
While the need to change the culture is as great as I've seen it, the commitment and perservance needed is one of the toughest initiatives to implement - and even harder to sustain.
George Wheaton (not his real name), was one such person who pulled it off. Here's how.
SHOW NOTES
Case Study: Strategic Talent Development at Real
Resources
This script studies the case of Real Resources and its CFO
George Wheaton. Faced with a rapidly evolving post-Covid business environment,
a retiring baby boomers population, and a distinct view of work by new workers,
Wheaton initiated a strategic transformational initiative.
Wheaton's quest aimed to transition the finance and
accounting department's image from that of a 'policeman' to that of a valuable
business partner. The transformation focused on not just changing the
department's culture but also attracting, developing, and retain talent,
positioning finance as a vital part of the decision-making process. Challenges
included overcoming organizational inertia, generational differences, and
short-term thinking.
Real Resources implemented various strategies for this
transformation, including fostering a talent development culture based on
specific behaviors, a structured recruitment and selection process, on-boarding
through clarifying expectations, and the crucial role of ongoing coaching and
mentoring.
The final sections of the case study discuss approaches to
employee retention and separation, demonstrating that managing talent is a
holistic process. The script concludes by contemplating study questions
surrounding the initiative, its implementation, the role of leadership, and
potential vulnerabilities.