Human Resource Developent

There is nothing constant but change. At some point or another in time, we all face changes, to which either we adapt or perish. A takeover by a foreign organization would be likely to bring along not only changing procedures but as well changing cultural norms and behaviours. The main objective of a “Change Readiness Training Programme” would be to ensure a smooth transition in cultural patterns of the existing organization to those of the foreign bank.
Indeed, the programme will support the organization in cross-cultural training, thus preparing the members of the organization to adopt the change while mitigating resistance. Similarly, it would help to share the culture of the foreign bank, its objectives, mission and vision in such a way that it promotes rapid and strong integration from both sides (foreign and local employees and management). Besides, the “Change Readiness Training Programme” support the organization to identify gaps in knowledge, skills and abilities required by the foreign bank and consequently fill those gaps. Employees would eventually be encouraged to share their thoughts, concerns, ideas and experiences that would promote best practice within the organization.
The content of such a Change Readiness Training Programme would not only be technical – including systems, processes, procedures and policies, but it should mostly be communicative about the cultural norms, expected behaviour and, to a lower extent, targeted goals and results that the takeover would imply. In fact, the programme should be designed in such a way as to communicate the forthcoming structural change that would take place: What would be the new organogram? How would local and foreign hierarchical grading be realigned? Would there be redundancies and dismissal? On what will be the focus; control, market share, profits, customer service?
Of course, there would be various methods of delivery to the Change Readiness Training Programme. However, a less formal approach...