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Half day open training event held in Toronto.
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Changing for the better
by Toronto Training and HR
May 2012
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Contents3-4 Introduction to Toronto Training and HR5-15 Agility16-17 Reorganization18-19 Reasons for a lack of formal evaluation20-21 Key to successful organizational change22-23 The unfreezing process24-25 Types of change26-27 Persuading others to change28-30 Stability zones when managing change31-32 Sequence for managing change33-34 An adaptable workforce35-38 Steps to climb39-42 The new change management43-44 Successfully implementing change45-46 Help people feel safe during change47-48 Case study49-50 Conclusion and questions
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Introduction
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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 event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Agility
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Agility 1 of 10
Complexity is increasing all around us (technological, financial, cultural, etc.).Client demands are increasing due to greater exposure to choiceEmployee demands are increasing due to new social-economic environments.Our ability to control things is reducing (globalization, new economic powers, lobbying, personal power etc.)
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Agility 2 of 10
NEED FOR RESPECTRespect for the organization in which they workRespect for the leadership, especially their immediate supervisor Low employee engagement is not an accident – it is an outcomeRespect for team membersRespect for the workRespect for themselves
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Agility 3 of 10
DRIVERS OF RESPECTRecognitionEmpowermentSupportive feedbackPartnering ExpectationsPassion, commitment and excitement ConsiderationTrust
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Agility 4 of 10
AGILE ORGANIZATIONSTalent managementBusiness intelligenceFocus on performance
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Agility 5 of 10
INDIVIDUAL AGILITYIdentifying the need for changeResponding promptly (including learning)Devising actionAchieving action
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Agility 6 of 10
HR AND AGILITYCreates roles that adapt and flex to meet organization needsCreates selection, testing and hiring criteria that identify agile, ‘best-fit,’ as well as skilled people.Provides orientation that emphasizes the organization’s expectations for agility
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Agility 7 of 10
HR AND AGILITYAssists and coaches leaders to communicate the vision and develop an environment that removes barriers, de-emphasizes hierarchical control, emphasizes empowerment and puts people directly into contact with customers and suppliersProvides opportunities for people to experience collaborative problem solving
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Agility 8 of 10
HR AND AGILITYCreates an environment in which learning new knowledge and skills before they are needed is the normPushes decision making as close as possible to where the decisions will be implemented so people are not waiting for decisions before taking action.Designs a system that provides ongoing, daily feedback so people know how they are doing
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Agility 9 of 10
HR AND AGILITYHolds people accountable for their performance There are consequences for met and unmet expectationsImplements effective recognition and reward processes that truly reinforce agility and high performance
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Agility 10 of 10
HR AND AGILITYBase promotions on true potential and aspiration; not merely on performanceEncourages intelligent risk taking and open discussion and even some conflict over diverse ideas and viewpoints
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Reorganization
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Reorganization
PurposeActivitiesJob designAuthorityConnections
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Reasons for a lack of formal evaluation
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Reasons for a lack of formal evaluation
Perceived difficulty of measurementReluctance to break new evaluative groundFailure to plan for evaluation at the start of the processTendency for management to base decisions on gut feeling and personal informal assessment
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Key to successful organizational change
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Key to successful organizational change
Holistic organization-wide changeEffective project managementEmployee involvementEffective leadershipExtensive communication with external stakeholdersInternal and external experience
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The unfreezing process
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The unfreezing process
Motivating people to accept the need for change, and engaging them in the change processChanging what needs to be changed and consolidating new directionsReinforcing new values so that they become internalized in individuals and embedding a new culture
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Types of change
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Types of change
ImpositionAdaptationGrowthCreativity
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Persuading others to change
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Persuading others to change
What’s in it for them?Have they had a say in the change?Is it clear what change is envisaged?
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Stability zones when managing change
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Stability zones when managing change 1 of 2
Ideas PlacesPeopleOrganizationsThings and habits
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Stability zones when managing change 2 of 2
CAREER ANCHORSManagerial competenceTechnical competenceSecurityCreativityAutonomy and independence
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Sequence for managing change
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Sequence for managing change
Establish the projectSet goalsIdentify a solutionPrepare for implementingImplement the projectReview progressMaintain the project
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An adaptable workforce
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An adaptable workforce
CHARACTERISTICSIs happily willing and able to learn new things and skills, not merely to enhance those already held - even if this means changing jobsCan be adapted in terms of scale Is cross-trained in many different skills before they need them, not merely when they need them
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Steps to climb
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Steps to climb 1 of 3
STEP ONEUnfreezing current patterns/unlearning old behavioursDisconfirmation Survival anxietyPsychological safety
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Steps to climb 2 of 3
STEP TWOChanging and applying new behaviours
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Steps to climb 3 of 3
STEP THREEEmbedding new behaviours
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The new change management
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The new change management
1 of 3Assume that people are unclear about what the future looks like, and therefore unclear about what their role is within that futureAs well as detailing what is happening, explain why it is Don't be afraid to acknowledge and deal with the strong emotional response to change
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The new change management 2 of 3
Don't ask, "What do you think about these changes? Ask, "How do you feel about these changes?"Rebuild social connections through person-to-person interactionEnlist the help of the team
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The new change management 3 of 3
Remember too, that in this haste to change, save money, and embrace austerity, we may forget to celebrate the small successes that happen along the way
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Successfully implementing change
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Successfully implementing change
Establish a sense of urgencyForm a powerful, guiding coalitionCreate a visionCommunicate the visionEmpower others to act on the visionPlan and create short-term winsConsolidate improvements and produce morechangeInstitutionalize new approaches
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Help people feel safe during change
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Help people feel safe during change
Come home to the breathFind balanceTake control where you canTake tiny steps towards the future
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Case study
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Case study
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions
