As a supervisor or manager, you play a key role in reducing the stress of your team members in times of disruption. Here are five things you can do to help your employees through an unexpected change such as teleworking during the coronavirus pandemic.
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The coronavirus pandemic likely is forcing you to change how you do your work, such as processing payroll or paying your bills. We understand that local governments need to get the work done, but we’d like to help you manage the risks that can come with new processes.
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Local governments are navigating many new areas while managing operations in response to coronavirus. We’d like to share some information so that everyone knows where to look for some important answers.
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The Budgeting, Accounting and Reporting System (BARS) Manuals for GAAP and cash basis governments have been updated and are available on our website at www.sao.wa.gov/, under “BARS & Annual Filing.”
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Do you use a checklist to prepare or review your financial statements? If not, maybe you should! We have updated our financial statement checklists for local governments.
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The biggest challenge to sustaining change arguably isn’t employee resistance – it’s habit. Truly resistant employees are rare, but every human being is subject to the power of habit. We can all benefit from some help to avoid falling back into old habits and sustain the initial momentum and excitement of the improved way of getting the work done.
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Employees who have knowledge about a new process aren’t automatically proficient at achieving the desired results. Even with the best of intention and motivation, if I just depend on my individual knowledge and desire, I might never attain the needed ability level to make a new or changing process successful. So how do we incorporate a new skill into our ability?
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The monthly reconciliation is an essential control activity to government finance. Although we cannot prescribe a uniform way to perform your reconciliation, we have developed a list of best practices to consider and compare to your own government’s current processes.
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Change management starts with building awareness and desire because it recognizes that success requires each employee to choose to adopt and use the new process. Training for new knowledge will yield best results if the people involved have enough awareness and desire to embrace the change, and to seek knowledge and put it to use.
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How many of us have been shaped by a work culture that lives by an “If it ain’t broke, don’t fix it” rule? But what does that really mean?
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