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SHRM Vermont
Conference
09/10/2015
1
AN HR DEPT. OF ONE: BUILDING THE PLANE
WHILE YOU ARE FLYING IT
Cope & Associates, Inc.
Williston, VT
Agenda: 1. Introductions
2. Overview of change process
3. HR as it relates to change
4. One story of change
5. Where to start - Is there a map?
6. Questions & Responses
2
SHRM VERMONT
CONFERENCE 09/10/2015
Presenters:
Rebecca Bowen, MBA&MHA
(CVHHH)
Paul Dickin, MEd
(Cope & Associates, Inc.)
Kate McInnis, PhD
(Cope & Associates, Inc.)
And You Are?
3
1. INTRODUCTIONS
2. THE CHANGE PROCESS
SHRM Vermont
Conference
09/10/2015
The CEO is talking “Culture Change”
The CEO is not talking “Culture Change”
HR processes are old/incomplete/… “missing”
Old habits and community culture are rampant
The “HR Team” is just me!
5
THE SCENARIO: DOES THIS RESONATE?
…we are talking about change management
6
REGARDLESS OF THE IMPETUS…
Define what you are going to STOP, what you are going to START, and what you are going to CONTINUE doing;
Have a clearly articulated vision;
Be about behaviors, not words;
Be managed over an extended time period.
7
“CULTURE CHANGE” HAS TO:
EFFECTS OF ORGANIZATIONAL CHANGE
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Change
Effort
Productivity
Endings Transitions Beginnings
MANAGING CHANGE & TRANSITION
GAP
INTEGRATION OF PROJECT MANAGEMENT AND CHANGE MANAGEMENT
Solution is designed, developed
and delivered effectively
(Technical side)
Solution is embraced, adopted and
utilized effectively
(People side)
+
Project management and change management have a joint
value proposition oriented toward business results.
= Success
Current
state
Transition
state
Future
state
Project management
Change management
P R O S C I ®
I M A G E L I B R A R Y
17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=177)
Fair(n=441)
Good(n=561)
Excellent(n=107)
Per
cent
of r
espo
nden
ts th
at m
et
or e
xcee
ded
proj
ect o
bjec
tives
Overall effectiveness of change management program
Correlation of change management effectiveness
to meeting project objectives
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
SOME RELEVANT DATA TO INFORM US
11
CHANGE MANAGEMENT TRINITY (CAJUN PARALLEL)
Prosci®
PCTTM Model
36% 40%
73%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Sponsor was veryineffective (average
score < 2)
Sponsor wasineffective (average
score between 2 and3)
Sponsor was effective(average score
between 3 and 4)
Sponsor was veryeffective (average
score between 4 and5)
Correlation of sponsor effectiveness to
meeting project objectives
Sponsor effective rating average
Perc
ent o
f resp
ondent
s th
at m
et
or
exc
ee
de
d p
roje
ct o
bje
ctiv
es
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
(EVEN MORE) RELEVANT DATA TO INFORM US
13
THIS IS IMPORTANT! Prosci® ADKAR® Model
Click to edit style
Prosci Change Management Maturity Model ™
People-dependent
without any formal
practices or plans
Many different
tactics used
inconsistently
Examples of best
practices evident
Selection of
common approach
Continuous
process
improvement in
place
Highest rate of
project failure,
turnover and
productivity loss
Little or no change management appliedAdhoc or
AbsentLevel 1
Some elements of change management are
being applied in isolated projects
Isolated
ProjectsLevel 2
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
ProjectsLevel 3
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
StandardsLevel 4
Highest
profitability and
responsiveness
Change management competency is evident
in all levels of the organization and is part of
the organization’s intellectual property and
competitive edge
Organizational
CompetencyLevel 5
People-dependent
without any formal
practices or plans
Many different
tactics used
inconsistently
Examples of best
practices evident
Selection of
common approach
Continuous
process
improvement in
place
Highest rate of
project failure,
turnover and
productivity loss
Little or no change management appliedAdhoc or
AbsentLevel 1
Some elements of change management are
being applied in isolated projects
Isolated
ProjectsLevel 2
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
ProjectsLevel 3
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
StandardsLevel 4
Highest
profitability and
responsiveness
Change management competency is evident
in all levels of the organization and is part of
the organization’s intellectual property and
competitive edge
Organizational
CompetencyLevel 5
Prosci® Change Management Maturity Model TM
THIS IS JUST AS IMPORTANT!
P R O S C I ®
I M A G E L I B R A R Y
KEY ROLES IN CHANGE MANAGEMENT: WHERE IS HR?
Executives and
senior managers
Executives and
senior leaders –
fulfilling the role of
sponsors of change
Employee-facing
Middle managers and
supervisors – fulfilling
the role of coach for
their direct reports
Middle managers
and supervisors
Enabling
Change
management
resource/team
Change management
resource or team –
applying a structured
approach and enabling
others
Project
team
Project team –
integrating the “people
side” of change
Project
support
functions
Support functions –
providing expertise
P R O S C I ®
I M A G E L I B R A R Y
3. HR AS IT RELATES TO CHANGE
SHRM Vermont
Conference
09/10/2015
Don’t Fool Yourself, “Culture Change” is all about behavior change and individual accountability, supported by:
Systems
Processes
Modeling
Language
Consequences
17
COMPETENCIES, TALENT DEVELOPMENT & SOURCES OF TRUTH
Le
ad
ers
hip
Alig
nm
en
t
En
terp
rise
Ris
k M
an
ag
em
en
t
Co
mm
un
ica
tion
s
Sta
ke
ho
lde
r E
ng
ag
em
en
t
Systems/
Infrastructure
Organizational
Structures
Leadership
Human
Capital
Performance
Management
Business
Processes
Strategies
&Tactics
Mission
& Vision
Values &
Operating Principles
Goals &
Objectives
Foundation
Elements
Systemic
Elements
Enabling
Elements
Process
People
Strategy
©Cope & Associates, Inc. 2007
Organizational Clock Model
Process
People
Strategy
18
WHERE DO I START?
Oral Culture
X Art of Negotiation
X Inconsistency
X Individuality
X Dependency
X Tribal Knowledge
X Legend & Folklore
Written Culture
Regulation
Consistency
Accountability
Initiative
Documented Standards
Systemic & Dependable
19
“SOURCES OF TRUTH”: ORAL – WRITTEN EVOLUTION IS TRULY A
CULTURE CHANGE
Mission & Values Statements
Employee Handbook
Code of Conduct
Job Description
Performance Management System
Talent Development System
20
“SOURCES OF TRUTH”
4. ONE STORY OF CHANGE
SHRM Vermont
Conference
09/10/2015
CVHHH has 213 employees, the third largest Home Health agency in Vermont
New HR Director replacing 21-year retiree
Agency Strategic Plan activated
HR Strategic Plan developed but not activated
CEO speaking to the need for “Culture Change”
22
CONTEXT
I. Top three organization pressure points identified by CEO:
High cost of Workers Compensation,
Haphazard recruitment protocols, &
Lack of HR involvement in Agency operations
23
WHERE TO START?
II. Address all three by improving Human Resources accountability and consistency
24
HOW TO START?
Employee safety is linked to employee retention and satisfaction - which is linked to workers compensation premiums.
1. Activate Employee Safety Committee
2. Implement post-offer/pre-employment physical examinations for new hires
3. Improve Employee Incident Reporting
4. Continuous safety alerts for all employees
25
STEP ONE
Employee HR management is linked to recruitment and retention by:
1. Update application and screening procedures,
2. Increase involvement of supervisors, &
3. Update employee handbook and HR policy manual to improve consistency
26
STEP TWO
Changing Human Resources attitude to a “can-do” department that is always thinking 30, 90, 360 days ahead
1. Develop first protocols for employee discipline
2. Develop employee satisfaction survey
3. Address supervisor competency (most difficult lift, but will have the most impact)
27
STEP THREE
A collection of competencies that together define successful performance in a particular job, job group, and/or work setting, etc.
COMPETENCY MODELS
28
Occupational
Industry Related
Foundational
29
CVHHH COMPETENCY MODEL
30
RESEARCH
31
COMPETENCY MODEL USED FOR SUPERVISOR DEVELOPMENT
Days lost from work down to 39 year-to-date compared to 118 lost days from work this same period last year
Monthly Wellness program inservices that are moving us into the direction of culture changes.
Requiring HR integration and reporting into all staff and middle-management meetings
Competency impacts
32
9 MONTHS MEASURABLE RESULTS
5. WHERE TO START WHERE’S MY MAP?
SHRM Vermont
Conference
09/10/2015
Le
ad
ers
hip
Alig
nm
en
t
En
terp
rise
Ris
k M
an
ag
em
en
t
Co
mm
un
ica
tion
s
Sta
ke
ho
lde
r E
ng
ag
em
en
t
Systems/
Infrastructure
Organizational
Structures
Leadership
Human
Capital
Performance
Management
Business
Processes
Strategies
&Tactics
Mission
& Vision
Values &
Operating Principles
Goals &
Objectives
Foundation
Elements
Systemic
Elements
Enabling
Elements
Process
People
Strategy
©Cope & Associates, Inc. 2007
Organizational Clock Model
People
Process
Strategy
34
WHERE DO I START?
Think about 1-3 of your organization pressure points;
Write down 1-3 initiatives that address pressure points, and what value they would add if improved;
35
MY START POINTS
This is a very simple way of graphically representing a way of being intentional about building and maintaining a change management network
36
NETWORKING MAP
Use the handout to fill in who you think are your allies in this process;
Who are your assets, your weakest links?;
Who are you missing?;
Identify potential resources;
Follow up: Prepare a proposal to engage your highest-level sponsorship and a budget to support your needs.
37
NETWORKING MAP
6. Q & R: QUESTIONS & RESPONSES
SHRM Vermont
Conference
09/10/2015
THANK YOU
39
Rebecca Bowen, Paul Dickin, Kate McInnis,
MBA&MHA MEd PhD
CVHHH Cope & Associates, Inc. Cope and Associates, Inc.
