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When people leave or move The value of relationships among staff becomes apparent when employees leave or take up other positions elsewhere within an organisation.

2013 | South Africa, Johannesburg

When people leave or move Scenario: The training division at an insurance company is responsible for training sales and other support staff. The training division consists of mainly a small core of administrative support staff, a small group of content creators & program developers, and a larger team of facilitators responsible for delivering training and assessment. A company-wide costcutting exercise, however, resulted in a reduction in the number of positions; everybody in the training division had to reapply for positions.

Approach: Some facilitators and support staff moved to other positions elsewhere in the organisation or left the company all together. Notably, the longstanding facilitator manager and training division manager opted not to re-apply.The well- established sets of relationships inside the division were disrupted; some experienced staff left. Well-established functional relationships between the training division manager, facilitator manager and the unit heads of the areas they serve were also severed. Two new managers were appointed: the facilitator manager is new to the organisation; the training division manager was transferred from a branch office inside the organisation.

Results: A Social Network Analysis (SNA) pointed out to what extent relationships have been disrupted. It helped explain why facilitators confused roles between their new facilitator manager and one of the senior facilitators who became a program content manager. Absent relationships between the two new managers in the training division and general managers in the various business units also help explain some of the problems experienced with designing and delivering new tailor-made training programs. | South Africa, Johannesburg

When peopleleave or move