Impact of Organizational Readiness, Maturity, and Integrity on WFM Systems
IN THIS CHAPTER, ATTENTION IS given to the preparedness of people to accept and adopt new systems. Understanding that the organization's readiness and performance is in part a component of its maturity reveals how much there is to change. Ultimately the rate of conversion and engagement with new workforce management (WFM) systems, including new technologies, processes, and roles depends on how credible the organization is when it puts forth what it wants to accomplish. Progress checks on each of these areas and strategies for moving forward help to deliver an effective operation model of Workforce Asset Management (WAM). The first section addresses the high stakes and incentives for implementing WFM systems and core practices that can be leveraged to evangelize change. It is followed by a section that introduces the WFM maturity curve and how placement on this curve reflects an organization's measureable progression and improvement. Benchmarking, important at many stages of business development, is presented here to highlight the need to make benchmarking a business habit. Finally, this chapter ends with a discussion of organizational integrity and how not only individuals but companies exude a level of integrity that affects relationships and systems directly affecting the bottom line.