Workplace Transformation and Changing Behaviours

PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015

ALISON WHITE!SARAH EVERITT!!Workplace Transformation and Changing Behaviours!!June 12th 2015!

PLACEmaking

BIFM SW Region – Planning & Managing Projects Workplace Change


Workplace TransformaCon


A blueprint for delivering the government’s estate strategy 2020

Delivering TransformaCon

People

PlaEorm

Place

Providers

Ø PEOPLE – delivering transformational change: shifting expectations from ‘my space to any place’!

Ø PLATFORMS – delivering business led solutions: shifting to

service led specification, future proofing infrastructure! Ø PLACE – repurposing the workplace: shifting to providing

environments that nimbly adapt to change of working practices!

Ø PROVIDERS– delivering users focused services: shifting focus from cost driven ‘Facilities Management’ to ‘Facilitators’ of change


The EvoluCon of the Employee

Past Future Work 9-‐5 Work any7me

Work in the office Work anywhere

Use company equipment Use any device

Focused on inputs

Focused on outputs

Climb corporate ladder

Create own ladder

Defined tasks Crea7ve problem solving

Hoards informa7on

Shares informa7on

No voice Leadership opportuni7es

Relies on emails

Collabora7ve technologies

Focused on knowledge

Focused on adap7ve learning

Formal corporate training

Democra7sed training

‘Work… a word that doesn't mean the same thing now as it did just a few years ago. The “business as usual” model is outdated…..leaders need to be ready to tackle the challenge of con=nuous innova=on…..embrace a new model of work…..create long term business value and service delivery’ Chess Media Group


The average Bri7sh worker •  Spends 36 days per year answering work emails •  Sends or received 121 emails per day •  That’s almost 10 per cent of working life BBC/Lindsey Barber April 2015

Background: Email Overload

Average annual cost of 7me spent sending/reading emails is £13,600** *Dr Thomas Jackson, Loughborough University **McKinsey

Ray Tomlinson created email in 1972 Internal mail system replacing memo’s Today 600 million people use it interna7onally Takes on average 2.5 minutes to compose or read an email The average person checks their email account 36 7mes per hour 80% of interrup7ons (including emails) are considered trivial


10,800

8,775

8,325

6,075

6,075

6,075

5,850

5,400

5,175

4,950

3,825

3,600

0 2,000 4,000 6,000 8,000 10,000 12,000

Southwest

London

North East

East of England

South East

Yorkshire & Humber

Northern Ireland

East Midlands

Wales

North West

West Midland

Scotland

Series1 Published Source: O2 Business

Background: NaConal StaCsCcs


•  Department of Business, Innova7on & Skills – email, major regional constraint on the Southwest’s economic recovery and future performance, and so

•  Your organisa7ons have signed up to reducing email traffic by a minimum of 50% by April 2016

•  This requires changes in accepted behaviours with the introduc7on of more modern instant messaging replacement technologies

•  The new approach will reduce dependency on emails by increasing people talking to each other: face to face and using Apps that reduce cost of conference call connec7vity

Training: The Challenge

You have all been selected to be key ‘change agents’ leading on this business transforma7on – your responsibili7es are both regional as well as within your own organisa7on


Today’s 1st AcCvity

Given the limited 7mescale and the size of the challenge, developing an appropriate engagement plan is essen7al There are 4 principle profile responses to change challenges Ac7vity 1: We want you to work alone: think about your own response and select 1 of the 4 following profiles that best describes your response to this challenge?


Thinks the proposal to the challenge is valid –for everyone else that is – but •  Intui7vely you know there’s a beoer

solu7on •  Focused on what’s best for you because

you assume that’s also best for everyone else

•  Accept the ‘reward’ of others following your alterna7ve lead – but that has to be on your terms

Cau7ous of the proposal (even though you have no other solu7on for the challenge) and you’re very focused on the transforma7on ‘journey’ experience, so •  Need to be persuaded get engaged with

the challenge in the first place •  Look to trusted others to address/

mi7gate all possible risks (e.g. health & safety, occupa7onal heath etc.) while you get on with your day to day

Accept that the outcome of the challenge is of major importance to your business but •  Will watch ‘enthusias7c’ others test kit/

experience – if they’re successful will then take forward the ini7a7ves

•  Very focused on the outcome objec7ves – need benefits to be clearly defined and want to plan ahead, assess risks and put mi7ga7ons in place

See this challenge as a huge adventure and •  Ins7nc7vely you know you’ll be the first in

the queue to test and trial every new bit of kit/approach/experience

•  You stay focused on the objec7ves and posi7vely bounce back from ‘hiccups’ along the way


settlers! planners!

pioneers! trail!blazers!

example

example

example

example

example

example

example

example

Example: 2nd AcCvity

envisage! experiment!

demonstrate!coach!


Today’s 2nd AcCvity

Select a communica7ons style that responds to the engagement profiles already described Ac7vity 2: We want you to work as a team on your table: agree and place 2 communica7ons styles (from the 8 cards on your table) onto the poster, purng 2 cards on each of the 4 engagement profiles


Today’s 3rd AcCvity

Ac7vity 3: Think about some types of communica7on and that you think would be useful/suppor7ve for this challenge Call them out

Remember the Challenge: Your organisa7ons have signed up to reducing email traffic by a minimum of 50% by April 2016


Summarising what we’ve covered

Communica7ons Top Tips •  Communica7ons as early as possible –

don’t depend on email! •  Direc7on and leadership –why we are

commioed to this change •  Clear on the 7mescale and target

objec7ves •  Keep communica7ons

understandable, consistent and well-‐7med

•  Give people chance to be involved •  An7cipate ques7ons – be prepared

with factual answers •  Listen and consider the feelings and

comments being made •  Recognise audience – apply variety of

channels/styles of communica7ons •  Report short term wins – visible

indicator of everyone’s change effort

Summarise outputs: The Way We Work is constantly changing Change is messy and complex – sirng in technical silo’s is no longer relevant One size cannot fit all – profiles, types and styles Target resources accurately – e.g. Pioneers provide greatest benefits All ‘roads’ lead from and back to the clarity of the ‘Vision’


Achieving TransformaConal Change

Vision& Engagement& Incen/ves& Tools& Outcomes&

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Celebrated"successes"

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Advocates/leadership"

Transformation adds and embeds key change elements: delivers desired outcomes connected to the original purpose and Vision!

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+" +" + + = CHANGE'

+" +" + + = CONFUSION'

+" +" + + = ANXIETY'

+" +" + + = GRADUAL'CHANGE'

+" +" + + = FRUSTRATION'

+" +" + + = FALSE'START'

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Celebrated"successes"

Pla0orms/providers/place"

Relatable"benefits"(personal"and"corporate"

Efficiency/Effec?veness"and"Expression"

Advocates/leadership"

Leadership & Management

Workplace Transformation and Changing Behaviours