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Time, Leave and Attendance Project Organizational Change Management (OCM) Overview
Time, Leave & Attendance (TLA) • What: Automated time, leave and attendance solution that can be used by all agencies (enterprise) • Departments of Ecology and Transportation are initial agencies to implement TLA. • A cross-section of state government agencies, including Ecology and Transportation, participated in gathering requirements for the new system. • Establish baselines and common implementation processes for other agencies during future implementations.
Time, Leave & Attendance (TLA) • Current activities: • Functional design: in progress. • Technical design and configuration: in progress. • Testing activities: July – Sept 2014. • Training activities: Oct – Nov 2014. • Go Live: Ecology (all) and DOT (Headquarters): Nov 1, 2014.
Time, Leave & Attendance (TLA) • Why (Key Objectives): Standardize, streamline and improve processes. • Reduce duplication of effort with time and leave processes. • Improve ability to make data-driven business decisions (improves analysis and reporting tools). • Use rule-based workflow for routing timesheets and approvals. • Improve compliance with state and federal requirements.
Software Implementation Partner • Office of Financial Management (OFM) and Enterprise Services (DES) contracted with Workforce Software in October 2013 to implement TLA. Locations • Livonia, Michigan, USA • Irvine, California, USA • London, United Kingdom • Pune, India • Sydney, Australia Core Products to be implemented with TLA • Time & Attendance • Staff Scheduling • Absence & Leave • http://www.workforcesoftware.com/ • Trusted enterprise partner • Serving 200+ clients in 80+ countries • Specializes in complex, strategic, workforce management concerns • Rapidly growing • 2013 marked record-setting pace • Leading SaaS WFM provider • Dedication to client satisfaction • 97% client retention rate • Technology that adheres to clients’ business processes… not vice-versa
Change Management • What: Change management addresses the people side of change. • Communications • Engagement • Training & Coaching • Reinforcement • Why: Results & outcomes of workplace changes are tied to each employee doing their job differently. Change management enables employees to adopt change so that business objectives are realized.
Change Management (cont.) • Change initiatives succeed when the foundational elements of leadership, project management, and change management work together.
Change Management (cont.) Successful change management activities are supported by a goal-oriented change management model (Prosci’s ADKAR®). It is used to focus activities on specific business results. A = Awareness of the need to change.D = Desire to participate and support the change.K = Knowledge on how to change.A = Ability to implement required skills and behaviors.R= Reinforcement to sustain the change.
Change Management (cont.) • This 3-phase process gives structure to the steps project teams should take.
Your actions before the change… • Actions that typically have a negative outcome: • Talk badly about the proposed change with your peers or subordinates. • Have secret meetings with your subordinates where the change is minimized or not taken seriously. • Actions that typically have a positive outcome: • Ask how you can help. • Find out how you can prepare for the change. • Encourage constructive conversations with fellow employees.
Your actions during the change… • Actions that typically have a negative outcome: • Block progress or sabotage the change process. • Ignore the change – pretend it is not happening. • Prevent others from participating in the design of the solution or implementation of the change. • Actions that typically have a positive outcome: • Ask questions about the future. • Provide input to the solution. • Find out what new skills and abilities you will need to perform effectively after the change is in place.
Your actions after the change… • Actions that typically have a negative outcome: • Avoid using the new processes or tools whenever possible. • Talk negatively about the organization with customers. • Revert to the old way of doing things when problems or issues arise with the change. • Actions that typically have a positive outcome: • Help the business achieve the objectives of the change (be results-oriented). • Help solve problems that arise with new work processes and tools.
For more information This brochure provides answers to the what and why of TLA. It is a good starting point to understanding this change. The brochure is available on the TLA web site. http://www.des.wa.gov/about/pi/TLA
For more information • Use our website to stay on top of TLA news and events http://www.des.wa.gov/about/pi/TLA New features