Organizational Change Management—Managing the People Side of Change

1. Organizational Change Management—Managing the People Side of Change • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

2. What is Change? “Change causes transition, and transition starts with an ending”. - William Bridges • Constantly moving • Changes in external world • Transitions are experienced internally

3. Types of Change • System • Process • Organizational Design • Policy • Legislative, Regulatory Impacts ourselves and the people we manage

4. Poorly Managed Change • Active resistance • Passive resistance • Turnover of valued employees • Divides between ‘us’ and ‘them’

5. Well-Managed Change Bottom line: your business goals are achieved! • Projects meet their objectives • Anticipated resistance is prevented or mitigated • Increases overall adoption of the new way of doing things • Creates a ‘track record’ of success

6. Well-Managed Change

7. What is OCM? • Effective change management occurs when a structured process and set of tools results in moving the organization and individuals through the phases of a change so that business results and objectives are achieved. (Prosci)

8. Primary reasons for applying OCM Role for leaders to be advocates and coaches during the change process

9. “Brass Bands & Fireworks” Optimism It works! Enthusiasm Maybe nota bad idea This is taking time Skepticism Results aren’t visible Pessimism Start to see payoffs Existing business is suffering Is it worth it? Valley of Despair The project team was up-front with the employees that the journey was going to be difficult.

10. Create a more customer-based culture • 1/4 of budget invested in Change Management • Extensive • Communication • Training • Support & coaching (pre- and post-launch) • Build on existing cultural strengths “Implementing ERP is 20% IT and 80% managing change” – Harvard Business Review

11. In Manitoba approximately 15% to 20 % of budget invested in Change Management • OCM Activities on Manitoba projects focus on: • Communication • Training • Support & coaching • All projects are required to have an OCM component and are encouraged to follow Manitoba’s OCM framework. • Vendors are required to integrate Manitoba’s OCM activities in their deliverable.

12. Parks Reservation Service • Built in 3 months • Provide Manitoba campers with a convenient  way for booking campsites • Internet, call centre or in selected campground offices You’ve seen the System, “now what can we do to make it better”  Phase 1 and 2 was a Political Imperative Phase 3 and 4 driven by the campground attendants/end users Record number of campsites were booked before noon on the opening day!

14. 2007 Employee Survey Employees feel that: Staff would like management to spend more time explaining changes the organization makes.

15. Employee Engagement The power of engagement lies with employees. The responsibility to tap into it lies with leadership. When engagement is high there is consistent management practices, high employee satisfaction and optimal performance.

16. What’s it all about? • The balance sheet has no line for human assets, even though most senior executives say: “Our employees are our important assets.” Michael E. Echois, Ph.D. Bellvevue University, Nebraska • A company can cut all the costs it wants, but if it neglects its people the reduced expenses won’t make much difference. Paul R. Bernthal, Ph.D. Centre for Applied Behavioural Research (Caber) Employee Engagement should be “about the people” however, there seems to be some mixed messages….

17. Program Requirements Enablement Process (PREP) Framework of how Service Transformation Manitoba and ICT Services Manitoba works collaboratively to help the business with their projects.

18. Organizational Change Management Phases Government of Manitoba OCM Model Aligns with PREP

19. OCM Activities within each Phase

20. Manitoba’s OCM Model • Organizational Level by: • Using a structured change management approach. • Engaging sponsors. • Building change competency • Individual Level by: • Encouraging conversations • Supporting employees through coaching • Awareness that each employee experiences change differently

21. Key Elements Required for Change Awareness People must be aware of why the change is happening . Willingness People must be willing to play a part in the change . People need to know what is expected of them in a changed Understanding Understanding environment . People must have the ability and competencies to work in a Skills new environment . People must build commitment for change in order to sustain Commitment the change . Addressing the 5 key elements significantly increases the success of change adoption . Individual Change Management

22. Key Elements Required for Change Tools Each OCM tool is tied to one or more of the 5 key elements of change . Tools for implementing an effective OCM Program

23. OCM – Your Choice! “Nothing changes without personal transformation” Dr. Deming • If People don’t utilize the System; • If People don’t adopt the System; then • People will never become proficient with the System. So, it’s your choice…

24. Connecting the ‘people side’ back to project success • “Change happens one person at a time” • Virginia Satir

25. OCM Toolkit Demonstration of Manitoba’s OCM Online Toolkit Questions?