First an introduction:
I've been responding to messages for a few weeks but never fully
introduced myself. I work for a large healthcare organizaion in the
southern U.S. as a training manager. I'm in transition to a new role as
the performance management training director.
My situation is this:
Three years ago, the new CEO came on board. Since then, a lot of new,
energetic, visionary people have been recruited to my company. They are
becoming very frustrated at the slow pace of change, and we are beginning
to lose valuable human resources as a result.
On the flip side, there are the other half of the employee population who
have been there FOREVER (!) and refuse to change. For the most part,
these employees have a "union" mentality and expect certain benefits as a
result of having been with the company many years. They definitely DO NOT
believe they have to keep working at being good at their jobs.
My idea is to migrate a L.O. mentality into the company through the
energies of the newbies. However, I realize this will widen the gap
between the newbies and the oldtimers. It feels like a Catch 22. Any
advice from experienced travellers across this road?
thanks....
Vana Prewitt
vprewitt@bellsouth.net
--Vana Prewitt <vprewitt@mail.rdu.bellsouth.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>