Implementing changes in the sales department. Part 9/12. Stage VII – Staff changes.

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The consistent implementation of the process of implementing changes and the motivation system presented in previous stages was aimed at assessing the team’s potential and raising the competence of its individual members. The openness of individual employees to changes and the introduction of a work model was also examined. As a result of the implementation of these stages, the quality of staff will be verified in the context of meeting the criteria of the competency model adopted as the expected ‘model’ of the employee. As a result of this analysis, it may be necessary to end cooperation with some team members. The reason for this decision will most often be the individual attitude of employees throughout the entire cooperation. From the point of view of further cooperation, disqualifying features and behaviors are:

  • Reluctance to change,
  • Open, unobjective and emotional critique of superiors and proposed new solutions,
  • Not taking action as a result of official orders or apparently carrying them out,
  • Inciting other team members to protest against implemented changes,
  • Reluctance to develop further,
  • Exorbitant and non-objective assessment of one’s own competences.

When assessing such decisions in retrospect, it should be emphasized that they are necessary and have a positive impact on changing the attitude of other employees. Thus, negative factors affecting relationships within the team are eliminated. From a managerial point of view, the decision to terminate cooperation should be transparent for the entire team. The manager should also show that he is not hostage of his own employees.