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Half day open interactive workshop in Toronto on change management.
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Times they are a-Changin’
by Toronto Training and HR
June 2011
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Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Six principles of change9-10 Indicators of weak change
management11-12 Communicating change13-15 Change to improve16-21 Dealing with demographic change22-23 Five stages of grief24-25 Change process to transform an
organization26-27 Creating a supportive learning culture28-30 Why change fails31-34 Making change work35-37 Embedding change during restructuring38-40 The change equation41-53 Embracing change54-57 Case studies58-59 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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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DefinitionWhat is CHANGE MANAGEMENT?
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Six principles of change
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Six principles of change
1. Communicate so people get it and spread it 2. Harness your most valuable players3. Accelerate change through communities that perform 4. Notice the territory of change5. Generate dramatic surges in progress6. Expect trouble and break through logjams
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Indicators of weak change management
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Indicators of weak change management
Unplanned outages/unreliable systemsLong recovery timesHigh percentage of support time spent onunplanned workHigh support costs“That problem was fixed but now it’s back!”“Cowboy” mentality
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Communicating change
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Communicating change
Clarify communication roles and expectationsEnsure that leaders truly understand the changeGive leaders a chance to internalize the changeUse this opportunity to teach leaders how people experience changeProvide leaders with easy-to-use communication toolsHelp leaders answer questionsUse clear language
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Change to improve
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Change to improve 1 of 2
Change starts with managementFocus and commitmentAn agendaMonitor progressThe way of doing business
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Change to improve 2 of 2
QUESTIONS TO ASKWhy 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?
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Dealing with demographic change
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Dealing with demographic change 1 of 5
WHY A LABOUR FORCE SHORTAGEBirth Rates Declining Throughout the WorldCanada’s Birth rate is below replacement levels“Revolution in Fertility”Population is agingMany countries have inverted population pyramidAge at which people are taking retirement hasfallenPeople are staying in school longer (or returning)Increasing skill-intensity of employmentGreater international competition for labour
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Dealing with demographic change 2 of 5
SKILLS SHORTAGEWith the emergence of the knowledge economy theproportion of the workforce requiring some form ofeducation or training post high school will increaseDramaticallyUS Department of Education shows that 60% of all newjobs in the 21st century will require skills that arepossessed by only 20% of the current workforceCanadian data estimates that by 2031 Canada will need77% of our workforce to have post secondary credentials (significantly higher than the 60% we now enjoy)
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Dealing with demographic change 3 of 5
GENERATIONAL DIFFERENCESThe veteransBaby boomersGeneration XGeneration Y
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Dealing with demographic change 4 of 5
SKILLS MISMATCHWe 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 unfilledRetirements will be highest in occupations requiring skillsBut production of graduates from post secondary institutions is starting to shrink
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Dealing with demographic change 5 of 5
IMPACT ON EMPLOYERSMeans that sound management of our humancapital will become a critical success factorOrganizations have to develop competencies infollowing areas:Recruitment, retention, succession planning, work-life balance, career development, knowledge transfer and change management
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Five stages of grief
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Five stages of grief
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Change process to transform an organization
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Change process to transform an organization
Create a sense of urgencyCreate a strong change coalitionCreate a visionCommunicate the visionEmpower others to act on the visionSystematically plan and create short term winsConsolidate improvements and produce more changeAnchor the changes in the organizational culture
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Creating a supportive learning environment
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Creating a supportive learning environment
Explain why employees need to learn theinformationLink sustainability information to concepts theyalready know within the companyOffer just-in-time training to deflect informationOverloadBase training on stakeholders needsProvide specific opportunities to allow employeesto apply what they have learned
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Why change fails
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Why change fails 1 of 2
LEADERSHIPFailure to create shared vision and sense of urgencyFailure to create a coalition for changeFailure to communicate and role modelFailure to remove barriersFailure to achieve early wins and resultsClaiming success before change has been embedded into the organization as a core function
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Why change fails 2 of 2
EMPLOYEEResistanceFearAmbivalenceLack of understandingImpact distractionsCompetence issues
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Making change work
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Making change work 1 of 3
InclusivenessUnderstand the impact of changeCommunicateResourcesMeasurement and outcomes
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Making change work 2 of 3
Leadership and governanceStakeholder engagementCommunication planning and deliveryWorkflow analysis and redesignTraining and education
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Making change work 3 of 3SWOT ANALYSISStrengths are positive characteristics that an organization can take advantage of to achieve its strategic goalsWeaknesses are internal characteristics that may restrain or restrict the organization’s performanceOpportunities are characteristics of the external environment that have the potential to help the organization achieve its strategic goalsThreats are characteristics of the external environment that may prevent the organization from achieving its strategic goals
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Embedding change during restructuring
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Embedding change during restructuring 1 of 2
Set clear people, as well as business, objectivesEngage unions from the outsetHelp employees embrace changeListen to employeesSupport managersSupport those who leave
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Embedding change during restructuring 2 of 2
Set measurable people objectives from the outsetInvite union representatives to help create the solutionHelp employees redefine their value in terms of their skillsGive employees an opportunity to vent their frustrationsDon’t assume managers will be effective without supportHelp employees who want to leave to move on
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The change equation
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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.
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The change equation 2 of 2
Dissatisfaction + vision + change process = the cost of change
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Embracing change
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Deny
Resist/React Explore
Commit
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Embracing change 3 of 13
DENY/IGNOREHow good things were here in the pastThey don’t really mean itIt can’t happen hereNumbnessEverything-as-usual attitudeMinimizingRefusing to hear new information
Deny
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Deny
Resist/React Explore
Commit
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Embracing change 6 of 13
RESIST/REACTAngerLoss and hurtStubbornnessBlaming othersComplainingGetting SickDoubting your ability
Resist
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Deny
Resist/React Explore
Commit
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Embracing change 9 of 13ANTICIPATE/EXPLOREWhat’s going to happen to me?Seeing possibilitiesChaosIndecisivenessUnfocused workEnergyClarifying goalsSeeing resourcesExploring alternativesLearning new skills
Explore
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Deny
Resist/React Explore
Commit
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Embracing change 12 of 13
COMMITWhere I am headed?FocusTeamworkVisionCooperationBalance
Commit
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion & Questions
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Conclusion
SummaryQuestions
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