Instituting Change at the Workplace Some Tips

1. Instituting Change at the WorkplaceSome Tips Dr. Margarita R. Cojuangco, DSC, MA, MNSA President, Philippine Public Safety College

2. The Philippine Public Safety College (PPSC) is the premier educational institution for the training, human resource development and continuing professional education of the police, Fire and jail personnel (Section 66 of Republic Act 6975) .

3. PPSC Constitutive Units National Police College (NPC) Philippine National Police Academy (PNPA) Police National Training Institute (PNTI) (18 Regional Training Schools) Fire National Training Institute (FNTI) Jail National Training Institute (JNTI) National Forensic Science Training Institute (NFSTI)

4. What makes PPSC different from other Colleges? As an educational and training institution, the PPSC offers mandatory training programs and specialized/technical courses to the uniformed personnel of the Department of the Interior and Local Government geared towards public safety. The PPSC System’s multifaceted education and training programs is reminiscent of the National Defense College of the Philippines (NDCP), Philippine Military Academy (PMA), Armed Forces of the Philippines Joint General Staff College (AFPJGSC).

5. What people say about change? If there is one thing that is constant, it is change…

6. What people say about change? “Change is a big part of life and never easy” Dianne Stacy Tips for Change Management

7. What people say about change? “Change will happen, it's a sign of the times. It's just a question of when, and how much change is going to happen” Emil Ala Tips for Change Management

8. What people say about change? • “Changes are always difficult to cope with because they threaten our usual routine, they take us out of our comfort zones and they make us feel vulnerable and insecure until we get used to them again.” • “…not everyone copes with…changes in the same way. Some have a better predisposition and readiness for change than others do.” ElainSihera Tips for Change Management

9. What people say about change? “In business as in life, the only certainty is change. A business that remains the same in a fast-paced changing environment is doomed to lose its competitive edge and may face the risk of extinction…” Barry Marcus Tips for Change Management

10. Change Initiatives at PPSC • Strengthening of faculty corps through upgrading of faculty qualification standards at PPSC requiring professors and instructors to be Master’s Degree holder or at least with 20 units earned in Master’s Degree; Continuing monitoring of performance of professors and instructions, and conduct of trainors’ enhancement program and Development for Instructors. • Conduct of Client Satisfaction Feedback (CSF) to constantly monitor and evaluate the training services provided by PPSC institutions nationwide.

11. Change Initiatives at PPSC • Proposal for PPSC Charter establishing a Corps of Professors for the three (3) uniformed bureaus. • Creation of the PPSC Faculty Rank Classification Board (FRCB) to enhance rank classification, course/subject rating nationwide.

12. Change Initiatives at PPSC • Institutionalization of Disciplinary and Appellate Machineries to address administrative and academic appeals of Philippine National Police Academy cadets and all PPSC Constitutive Units students ranging from the rank of Inspector to Senior Superintendent, through updating our operations manual. • Creation/activation of the Center of Special Pubic Safety Services (CSPSS), under which are the Access to Justice for the Poor Program catering to the vulnerable sectors and the Antiterrorism Office, with the aim to enhance the capability of the PPSC in research, records and information management, databasing, and evaluation system.

13. Change Initiatives at PPSC Institutional Partnerships • Establishment of linkages with educational institutions, LGUs, members of the judiciary, active and retired Chief Superintendents nationwide to avail of competent teachers. • Training of Trainors and Stress Management Seminars with Ateneo School of Governance (funny, no change because I took them out of their comfort zone, the adjustment had to come from the PPSC leadership to adjust and change according to their employees qualifications being civil servants).

14. Types of Change • In terms of employee-management attitude regarding : • Planned changes … resulting from fundamental internal or external drivers • Unplanned---resulting from contingency (e.g. Pregnant basic recruits vis-à-vis pregnant officers, August 23, 2010Hostage Crisis in Luneta) • Unwanted ---forced changed, beyond management or employees control or both (e.g. PPSC 50-year lease at Fort Bonifacio)

15. Types of Change • In terms of magnitude of impact • Incremental change: organizational efforts to gradually improve basic operational and work processes (e.g. Curriculum, Operations Manual, Daily Time Record) • Transformational Change: review and redesign the entire organization (e.g. Proposal to give PPSC a Charter)

16. Drivers of change • External Drivers • Change in the work environment---higher competition, external pressures • New technology • Changing demands of Clientele (e.g. Change of leadership in Bureau Directorates and therefore change of demands) • New law, new Mandate (e.g. Anti-insurgency and Anti-terrorism)

17. Drivers of change • Internal Drivers • New policy thrusts (e.g. No issuematics-forced purchases demanded from students) • Resulting from regular performance review and evaluation (e.g. The use of indigenous mechanism of settling disputes based on traditions and customs) • Efforts to re-engineer---improve effectiveness, efficiency, productivity, demand for responsiveness (e.g. E.O. 366 – Rationalization Program for a lean and mean staff)

18. The Change Process Where do We want to Go? Vision or direction Where are we Today? Change Process

19. Strategic Question when initiating change • Why?----the reason behind the change? (e.g. Client satisfaction, mandate from the new administration) • Are we in crises/perceived or real. What do you think? • Performance gap---actual vs. desired performance • What?----defining the purpose of change; determining goals in measureable terms (e.g. How many graduates can we turn out to satisfy the needs of the community?) • How?---strategies to bring about change; action plan to achieve goals (e.g. through the Field Training Program of the Basic Recruits as for the Officers, to be humble leaders of the non-commissioned officers).

20. Strategic Question when initiating change • When?---when to start and when to end, time frame • Who?---who will be involved; define the roles of those who will participate in the change process and tasking

21. Important considerations in Initiating Change 1. Need to Plan for change • Anticipate • Analyze • Get prepared • Be systematic (e.g. Immediate, Medium-term, Long-term) Create an action plan to implement the proposed change a. Where are you right now? b. What is your vision for the best possible outcomes of the changes taking place? c. What benefits will accrue to those affected as well as to the organization? d. What are the possible negative outcomes of the change and how will you lessen their impact? e. What are the strengths of your unit in undertaking this change? f. What are the strategies that will help you more effectively manage the change within your unit? g. What are the most likely causes of resistance and how can they be overcome? h. What new skills, knowledge, and attitudes are needed to make these changes? Max Beaton Tips for Change Management

22. Important considerations in Initiating Change 2. Need for Open Communication lines---most fundamental aspect of change management--- articulate why change needs to happen and why it needs to happen within the planned timeframe--- • Gets everyone on deck • Transparency and accountability in the organization • Decreases uncertainty and fear, removes doubt, increase staff security • Avoids speculation and suspicion • Enable affected people to effectively adjust and adapt to change • Communication plan needs to be put in place early • Honest conversation---discussion rather than lecture

23. Important considerations in Initiating Change 3. Need for Inclusiveness and Empowerment---first, identify the people who has something to lose or gain in the change process • Enlist the support of the staff • Seek out participation of employee in the entire change process for no-one knows the business or the bureaucracy better than the people that work in it • The more people are involved in creating the future, the more ownership of the change they have and the more committed they will be to making it work.

24. Important considerations in Initiating Change 4. Need to Build and Include Change Management Team from the Start--- whatever change is required, change management should be built into the project plan right from the start. The change management process should begin even before work begins on any new initiatives. 5. Enlisting help from professionals • Advice on what to do during transition • Give counseling service to employees---particularly the losers in the change process • this may seem expensive in the short term, but this should be contrasted with the cost of loss of productivity and de-motivation of staff caused by a badly managed change programme. 6. Understand risks and barriers to Change

25. Barriers and Risks to change and Change Process • Implementation is hindered by negative attitudes---people afraid to leave their comfort zones (secure relationships, established routines and learned procedures) • Productivity falls---new learning curves, low staff morale as people become insecure about their future (e.g. Flexi-time) • Increased staff turnover includes losing the best employees

26. Barriers and Risks to change and Change Process • Lack of understanding or trust by those affected by the change initiative • Different assessment of the need for change • Different appreciation of “desired” goals; sometimes conflicting goals exists • Perceived loss of Power, Prestige, Pay that may result from the change initiative

27. Some Recommendations • A good change management strategy must focus on the people affected by the change to make them part of the solution • In initiating change, secrecy is not only unnecessary - it could place the entire organization at risk. • Need to open lines of communication to remove/minimize fear of the uncertain

28. Some Recommendations • When enlisting employee support--a top-down and bottom-up implementation of change process is desired. Purely top-down approach may be met with fierce resistance and a may lead to lowering of employee’s morale. When people are involved results are better. • Be transparent---the best way to get people to support change is to let them know what is happening. Costs and benefits for both organization and employees.

29. Some Recommendations • In communicating change, it is helpful to be specific about the actions that are necessary to make the change happen to learned and unlearned employees. • Important to make it very clear to the employees that there limitations but there can be choices and compromises in areas of change.

30. Some Recommendations • For the management, take negative reactions positively ---resistance to change process must be expected. But, resistance is not always a sign that the employees are trying to make the change harder to implement, it is also a sign that the employees are actually involved with the change. • Remember that people need time to adjust

31. Concluding Notes • Change does not always benefit everyone, there are always winners and losers. • Whenever possible, change must be initiated gradually, step by step, or one at a time to give employees time to embrace change and to accept new roles

32. Concluding Notes • As top bureaucrat or CEO, never assumes that he is the only one who has wisdom; wisdom is cumulative and resides within the collective • Document the results of the change process (Did we succeed in our change initiative?)

33. Thank you and Good Day! Dr. Margarita R. Cojuangco, DSC, MA, MNSA President, Philippine Public Safety College