Change management by timandhilary

VIEWS: 3 PAGES: 59

									Times they are a-Changin’



   by Toronto Training and HR

           June 2011
           3-4      Introduction to Toronto Training and
                    HR
Contents   5-6
           7-8
                    Definition
                    Six principles of change
           9-10     Indicators of weak change
                    management
           11-12    Communicating change
           13-15    Change to improve
           16-21    Dealing with demographic change
           22-23    Five stages of grief
           24-25    Change process to transform an
                    organization
           26-27    Creating a supportive learning culture
           28-30    Why change fails
           31-34    Making change work
           35-37    Embedding change during restructuring
           38-40    The change equation
           41-53    Embracing change
           54-57    Case studies
           58-59    Conclusion and questions
                   Page 2
Introduction




     Page 3
Introduction to Toronto Training
            and HR
• Toronto Training and HR is a specialist training and human
  resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
              - Training course design
              - Training course delivery
              - Reducing costs
              - Saving time
              - Improving employee engagement & morale
              - Services for job seekers

                            Page 4
Definition




   Page 5
             Definition
What is CHANGE MANAGEMENT?




                 Page 6
Six principles of change




          Page 7
      Six principles of change
1. Communicate so people get it and spread it
2. Harness your most valuable players
3. Accelerate change through communities that
perform
4. Notice the territory of change
5. Generate dramatic surges in progress
6. Expect trouble and break through logjams




                     Page 8
Indicators of weak change
      management




           Page 9
    Indicators of weak change
           management
Unplanned outages/unreliable systems
Long recovery times
High percentage of support time spent on
unplanned work
High support costs
“That problem was fixed but now it’s back!”
“Cowboy” mentality




                      Page 10
Communicating change




         Page 11
      Communicating change
Clarify communication roles and expectations
Ensure that leaders truly understand the change
Give leaders a chance to internalize the change
Use this opportunity to teach leaders how people
experience change
Provide leaders with easy-to-use communication
tools
Help leaders answer questions
Use clear language


                      Page 12
Change to improve




       Page 13
    Change to improve 1 of 2
Change starts with management
Focus and commitment
An agenda
Monitor progress
The way of doing business




                    Page 14
     Change to improve 2 of 2
QUESTIONS TO ASK
Why am I doing this activity?
Are the tasks and responsibilities properly matched
with the department and individual?
Is there a faster(or more efficient or better) way to
do things?
Are we doing tasks in the right order?




                       Page 15
Dealing with demographic
         change




          Page 16
     Dealing with demographic
           change 1 of 5
WHY A LABOUR FORCE SHORTAGE
Birth Rates Declining Throughout the World
Canada’s Birth rate is below replacement levels
“Revolution in Fertility”
Population is aging
Many countries have inverted population pyramid
Age at which people are taking retirement has
fallen
People are staying in school longer (or returning)
Increasing skill-intensity of employment
Greater international competition for labour

                          Page 17
     Dealing with demographic
           change 2 of 5
SKILLS SHORTAGE
With the emergence of the knowledge economy the
proportion of the workforce requiring some form of
education or training post high school will increase
Dramatically
US Department of Education shows that 60% of all new
jobs in the 21st century will require skills that are
possessed by only 20% of the current workforce
Canadian data estimates that by 2031 Canada will need
77% of our workforce to have post secondary credentials
(significantly higher than the 60% we now enjoy)

                         Page 18
   Dealing with demographic
         change 3 of 5
GENERATIONAL DIFFERENCES
The veterans
Baby boomers
Generation X
Generation Y




                 Page 19
    Dealing with demographic
          change 4 of 5
SKILLS MISMATCH
We face a future with:
Large numbers of unskilled workers looking for
jobs that require skills they do not possess, and a
large number of jobs that will go unfilled
Retirements will be highest in occupations
requiring skills
But production of graduates from post secondary
institutions is starting to shrink

                       Page 20
    Dealing with demographic
          change 5 of 5
IMPACT ON EMPLOYERS
Means that sound management of our human
capital will become a critical success factor
Organizations have to develop competencies in
following areas:
Recruitment, retention, succession planning, work-
life balance, career development, knowledge
transfer and change management



                      Page 21
Five stages of grief




        Page 22
Five stages of grief




        Page 23
    Change process to
transform an organization




           Page 24
Change process to transform an
         organization
Create a sense of urgency
Create a strong change coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Systematically plan and create short term wins
Consolidate improvements and produce more
change
Anchor the changes in the organizational culture


                      Page 25
Creating a supportive
learning environment




         Page 26
 Creating a supportive learning
          environment
Explain why employees need to learn the
information
Link sustainability information to concepts they
already know within the company
Offer just-in-time training to deflect information
Overload
Base training on stakeholders needs
Provide specific opportunities to allow employees
to apply what they have learned


                       Page 27
Why change fails




      Page 28
      Why change fails 1 of 2
LEADERSHIP
Failure to create shared vision and sense of
urgency
Failure to create a coalition for change
Failure to communicate and role model
Failure to remove barriers
Failure to achieve early wins and results
Claiming success before change has been
embedded into the organization as a core function


                     Page 29
      Why change fails 2 of 2
EMPLOYEE
Resistance
Fear
Ambivalence
Lack of understanding
Impact distractions
Competence issues




                        Page 30
Making change work




       Page 31
   Making change work 1 of 3
Inclusiveness
Understand the impact of change
Communicate
Resources
Measurement and outcomes




                    Page 32
   Making change work 2 of 3
Leadership and governance
Stakeholder engagement
Communication planning and delivery
Workflow analysis and redesign
Training and education




                     Page 33
    Making change work 3 of 3
SWOT ANALYSIS
Strengths are positive characteristics that an organization
can take advantage of to achieve its strategic goals
Weaknesses are internal characteristics that may restrain or
restrict the organization’s performance
Opportunities are characteristics of the external
environment that have the potential to help the
organization achieve its strategic goals
Threats are characteristics of the external environment that
may prevent the organization from achieving its strategic
goals



                          Page 34
Embedding change during
     restructuring




          Page 35
    Embedding change during
      restructuring 1 of 2
Set clear people, as well as business, objectives
Engage unions from the outset
Help employees embrace change
Listen to employees
Support managers
Support those who leave




                       Page 36
    Embedding change during
      restructuring 2 of 2
Set measurable people objectives from the outset
Invite union representatives to help create the
solution
Help employees redefine their value in terms of their
skills
Give employees an opportunity to vent their
frustrations
Don’t assume managers will be effective without
support
Help employees who want to leave to move on

                       Page 37
The change equation




        Page 38
   The change equation 1 of 2
The theory is that change takes place only when:

The desire for change, the vision of the change,
and the knowledge of the change process is
greater than the value of leaving things as they
are.




                      Page 39
   The change equation 2 of 2
Dissatisfaction + vision + change process =
the cost of change




                      Page 40
Embracing change




      Page 41
               Deny         Commit




Resist/React                         Explore


                      Page 42
    Embracing change 3 of 13
DENY/IGNORE
How good things were here in the past
They don’t really mean it
It can’t happen here
Numbness
Everything-as-usual attitude
Minimizing
Refusing to hear new information

                      Page 43
Deny
               Deny         Commit




Resist/React                         Explore


                      Page 45
     Embracing change 6 of 13
RESIST/REACT
Anger
Loss and hurt
Stubbornness
Blaming others
Complaining
Getting Sick
Doubting your ability

                        Page 46
Resist
               Deny         Commit




Resist/React                         Explore


                      Page 48
    Embracing change 9 of 13
ANTICIPATE/EXPLORE
What’s going to happen to me?
Seeing possibilities
Chaos
Indecisiveness
Unfocused work
Energy
Clarifying goals
Seeing resources
Exploring alternatives
Learning new skills

                       Page 49
Explore
               Deny         Commit




Resist/React                         Explore


                      Page 51
   Embracing change 12 of 13
COMMIT
Where I am headed?
Focus
Teamwork
Vision
Cooperation
Balance


                     Page 52
Commit
Case study A




    Page 54
Case study A




    Page 55
Case study B




    Page 56
Case study B




    Page 57
Conclusion & Questions




         Page 58
            Conclusion
Summary
Questions




               Page 59

								
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