Delivering Workforce Change Management
Mark Bradshaw
Director
Network RailBBC Thales UKCIMA Sheffield CC
Capita Property & Infrastructure
• Part of Capita Group - turnover c £4.37b 2014
• Turnover 2014 - c.£710m
• 40+ Offices around the UK
• 4300+ multi-disciplinary staff
Property & Workplace Consulting
Agenda
Developing a Strategic Approach to Workforce Change Management
1. What are the key ingredients for a successful
workplace and workforce change
programmes?
2. How does the workplace impact the way in
which your workforce behave and operate?
3. Communication and engagement
4. Embedding local knowledge and skills
5. Lessons learned and common pitfalls when
delivering change in the workplace
Why is Change Management Important ?
Annual Operating Cost
Buildings
IT
Other
People
Capability
Value /
Wealth
What are the benefits of Effective Change Management?
• Organisation Productivity/Performance
• Reduced Risk – Delivery & Operations
• Talent Attraction / Retention
• Staff Loyalty
• Workplace Effectiveness / Satisfaction
• Business Ownership
Why invest effort in Change Management?
“About twenty percent of the people are against any change.”
Robert F. Kennedy
“70 % of Change in Organisation fails”
John Kotter - Leading Change Expert
In large workplace IT Projects:
• 17% go so wrong they can threaten existence of company
• On average they run 45% over budget
• They also on average run 7 % over time
• They deliver 56% less value (benefit) than predicted
(Mckinsey -2012 – 5400 projects surveyed)
The Workplace
….its effect on our behaviour and how we operate
Our brains are hard-wired
for unconscious activity…..
habits, routines
What happens when the
environment changes?
Evolution of the ‘Office’
Unified Tech
My desk/office
Fixed equipment
Location dependent
Shared workspaces
Mobile technology
Location in-dependent
Key Ingredients
Recognise the drivers, what needs to change, what will be different
Workplace
Work Process
StrategyMarketCustomersCommercialsLegislationPeople
Technology
Key Ingredients to Success
Leadership
WorkforceComms Strategy
P&FM/HR/IT
KnowledgeTransfer
TransitionMgmt
Maintain &Evolve
EngagementCo-Design
• Strategic Leadership and Direction• Strategy – Outcomes, not capability• Communications – strategic, effective,
engaging, honest and simple• Change Planning – Structured approach
end to end• Engagement & Co-Design – listen,
engage, co-create and develop ideas• Timely Transition Management support
linked to delivery. • Knowledge Transfer – create capability,,
mentor, coach & empower champions• Maintain and Evolve – progress not
regress
Change Planning
Engagement & Communications
Effective Communication
1. Complex messages require a stepped
approach
2. Each audience has distinct needs
3. Messages should be oriented from the
receiver’s viewpoint
4. Successful communication is measured
in terms of the response of the audience
rather than the volume of information
sent
5. Use established communication
channels within the Organisation
Effective Engagement
Why Engage?
In one study 90% of employees believe that decision-makers
should seek other opinions before making a final decision, yet
40% of employees believe that decision makers “consistently
failed” to seek another opinion
Engage Staff in Co-Creating their Workplace
• Make expectations and outcomes clear
• Establish open dialogue to establish trust
• Remember to state what is not changing
• Use face to face, digital and hard copy mediums
• Share knowledge and experience
• Engage staff in the process of change
• Change processes and protocols
Embedding Local Knowledge & Skills
If only……
How do we transfer Knowledge, Skills and Ownership to maintain the change ?
• Mentoring, coaching and training of teams before, during and after
• Identify Workplace Champions - empowered, informed and capable.
• Learning by active participation at all stages
• Maintain engagement and communications –forums, communication channels, brand
• Frequent evaluation – self assessment , reflection and development
Lessons Learnt
• Senior management buy-in and behaviours align to desired future state
• Pilots / Trials - provide staff with a chance to ‘try before they buy(into)’.
• Build good habits – embed them early, create an ‘Employee Charter’
• Shrink the change – emphasise what isn’t changing
• Commitment is the key - active participation is essential
• Recognise success - publicise and promote achievement through the
project
• Effective planning - plan and manage the process of change just like
you’d manage any other project
• Engage, listen and communicate - talk in their language
Change is a process, not an event.
“a long journey starts with a single
step, but a single step doesn’t
guarantee a long journey.....”