As talent leaders tackle global business transformation, adopting new talent solutions requires more than change management; it requires change leadership, especially for recruitment process outsourcing (RPO), managed services programs (MSP) and total talent acquisition.
The key ingredient of change leadership is “change intelligence,” a concept developed by authors Barbara Trautlein and Clarence Trowbridge, which enables individuals to adapt their leadership styles to drive change across diverse teams and situations. A mindset rather than a methodology, change leadership embraces three pillars of change: “High Head” for strategy, “High Hands” for tactical execution and “High Heart” for emotional support.
For successful implementation, all pillars must work together: First, change programs require strategic direction at the top to guide and motivate stakeholders. Then, emotional and tactical support is essential to seeing the project through.
At the start of any business transformation program, change leadership begins with identifying goals and key stakeholders. Depending on the talent solutions, your goals can differ. For RPO, creating a positive and motivating talent experience can ensure long-term retention. With MSP, engaging contingent workers is more tactical and encompasses working with third-party suppliers and negotiating rates.
Ultimately, effective change leadership results in cross-functional buy-in and enthusiasm for the program’s value, from smooth implementation through long-term adoption.