Address the equity and inclusion implications of employee change resistance deliberately.
Managing Change Resistance Among Employees and Teams
Move employee change resistance from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what employee change resistance really means by watching who gets promoted. Policy on the practice within people management and development is judged by how it is applied in the difficult cases, not the easy ones. The level assumes working familiarity with the workforce but no prior formal training in this area of people management and development. The programme converts employee change resistance from an area of general awareness into a set of repeatable practices. Improvement in this aspect of people management and development stalls when it depends on one capable individual rather than a defined method. The method assumes participants will be challenged on their handling of this part of people management and development and prepares them for it. The professional literature on employee change resistance converges on a small set of controls that reliably work. Participants finish able to explain the practice within people management and development to a non-specialist audience without losing precision. Participants finish with a short, specific brief on the people management and development discipline ready to put in front of a decision maker.
Expected Learning Outcomes
Measure the effect of employee change resistance on retention, performance and engagement.
Align employee change resistance with the wider objectives of the workforce rather than optimising it in isolation.
Ensure decisions taken under employee change resistance would withstand external scrutiny.
Structure records relating to employee change resistance so they satisfy legal and privacy obligations.
Translate policy on employee change resistance into procedures that hold up under day-to-day pressure.
Compare the organisation's handling of employee change resistance with recognised practice, and close the material gaps.
Who Should Attend
Reward and compensation staff whose frameworks interact with employee change resistance.
Employee relations specialists handling cases arising from employee change resistance.
Internal communications staff explaining employee change resistance to the workforce.
Human resources managers and business partners responsible for employee change resistance.
Team leaders and supervisors who put employee change resistance into practice day to day.
Compliance and governance staff whose remit includes employee change resistance.
Course Modules
Employee change resistance: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Appeals and grievances arising from employee change resistance
- Define who decides on employee change resistance and who may only recommend.
- Compare intended and actual outcomes of employee change resistance honestly.
- Confirm that those complying with employee change resistance understand why it exists.
- Review whether employee change resistance is aligned with the objectives of the workforce.
Session 2Reviewing employee change resistance against what actually happened
- Decide what will be stopped to create capacity for employee change resistance.
- Train line managers on employee change resistance rather than handling every case centrally.
- Define acceptance criteria for employee change resistance in advance.
- Rehearse the briefing on employee change resistance that would follow an incident.
Employee change resistance: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Reading the current state of employee change resistance honestly
- Review employee change resistance for unintended equity effects across groups.
- Set out how exceptions to employee change resistance are requested and approved.
- Check that employee change resistance still works when volumes rise unexpectedly.
- Test the policy on employee change resistance against three real cases from the past year.
Session 2Building manager capability in employee change resistance rather than owning it centrally
- Write down the assumptions underpinning the approach to employee change resistance.
- Establish what evidence demonstrates employee change resistance is under control.
- Agree the smallest change to employee change resistance that would be visibly useful.
- Design the communication for employee change resistance around the questions people will actually ask.
Employee change resistance: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Explaining employee change resistance so people believe it
- Reduce the variation in how employee change resistance is carried out between teams.
- Close out actions on employee change resistance rather than leaving them open indefinitely.
- Set the consistency check that catches uneven application of employee change resistance.
- Check that employee change resistance complies with current labour regulation in every location.
Session 2Comparing employee change resistance with recognised practice
- Estimate the cost of employee change resistance and the cost of leaving it unchanged.
- Script the difficult conversation employee change resistance requires and rehearse it.
- Set the annual review point for employee change resistance and who attends.
- Identify the data the organisation already holds that bears on employee change resistance.
Employee change resistance: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Piloting a change to employee change resistance before committing
- Agree what will be standardised in employee change resistance and what will not.
- Confirm that contractual obligations around employee change resistance are understood.
- Document the reasoning for every exception granted under employee change resistance.
- Plan succession for roles most exposed to employee change resistance.
Session 2What has to be agreed before work on employee change resistance starts
- Ask employees what employee change resistance feels like from their side.
- Map the handovers in employee change resistance between functions and secure them.
- Establish the boundary of employee change resistance and record what sits outside it.
- Build the appeals route for employee change resistance and publish it.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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