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MindForest

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Interview  19 November 2019

" By deciding to measure engagement, you automatically elevate this topic to a level of strategic importance."

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Guy Kerger

Managing Partner

Change management expert, the engagement of MindForest and its strategy are based on the human aspect.

 

As an expert in change management, in your opinion what are the most important current trends in this field?

It is above all important to tackle the challenge of gauging and anchoring employee engagement, because commitment and loyalty should be seen in direct correlation with performance levels and thus inevitably with those of overall company performance. A considerable number of tools have been developed to measure engagement, such as for example the Net Promoter Score or employee satisfaction surveys. Employee satisfaction questionnaires may be formulated to take account of a variety of parameters: community, equality, recognition, etc. The results are subsequently analysed to identify weak points and then serve as a basis for the definition of a strategy to achieve concrete improvements in commitment levels, these will in turn result in creating a long-term positive impact on the company as a whole. If there are no concrete results during the post-survey phase, the whole exercise will inevitably fail.

What can you tell us about your company’s activities?

MindForest is specialised in Change Management, working with a wide variety of companies and organisations and concentrating its approach around the following four major axes: strategy activation, employee engagement, process optimization and cultural change. Thanks to over 19 years of experience in the field and the interaction of a team with a wide variety of different competencies, MindForest puts the human aspect of change at the centre of its consulting activities. It does so not only by attributing particular importance to corporate social and cultural factors, but also by highlighting such fundamental aspects as engagement, values, experience, social links, communication, emotions, competencies and last but not least creativity. 

 

In your opinion, which major challenges are raised in the context of change management?

By deciding to measure engagement, you automatically elevate this topic to a level of strategic importance. No matter whether you are dealing with employee or client experience, you must not forget to take the role of the manager into account. This is because if the managers are not actively committed themselves, their employees will not be either, which in turn will inevitably have negative consequences on the company’s clientele. In the context of the chain of cultural change, every link has a vital role to play in ensuring that a culture of engagement can flourish. Of course, a manager’s experience can only be satisfactory if his/her needs have been identified and adequately taken into account. This means identifying how (s)he interacts with his/her teams, are there already any existing issues and by asking the following questions: are suitable management training programs already in place? Does the manager have a good overview of the “big picture”? Can (s)he work together with other managers? Can (s)he make his/her voice heard in the company?