Changing for the better May 2012
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Changing for the better May 2012

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Half day open training event held in Toronto.

Half day open training event held in Toronto.

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Changing for the better May 2012 Changing for the better May 2012 Presentation Transcript

  • Changing for the better by Toronto Training and HR May 2012
  • 3-4 Introduction to Toronto Training and HR 5-15 AgilityContents 16-17 18-19 Reorganization Reasons for a lack of formal evaluation 20-21 Key to successful organizational change 22-23 The unfreezing process 24-25 Types of change 26-27 Persuading others to change 28-30 Stability zones when managing change 31-32 Sequence for managing change 33-34 An adaptable workforce 35-38 Steps to climb 39-42 The new change management 43-44 Successfully implementing change 45-46 Help people feel safe during change 47-48 Case study 49-50 Conclusion and questions Page 2
  • Introduction Page 3
  • Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  • Agility Page 5
  • Agility 1 of 10Complexity is increasing all around us(technological, financial, cultural, etc.).Client demands are increasing due to greaterexposure to choiceEmployee demands are increasing due to newsocial-economic environments.Our ability to control things is reducing(globalization, new economic powers, lobbying,personal power etc.) Page 6
  • Agility 2 of 10NEED FOR RESPECTRespect for the organization in which they workRespect for the leadership, especially theirimmediate supervisorLow employee engagement is not an accident – itis an outcomeRespect for team membersRespect for the workRespect for themselves Page 7
  • Agility 3 of 10DRIVERS OF RESPECTRecognitionEmpowermentSupportive feedbackPartneringExpectationsPassion, commitment and excitementConsiderationTrust Page 8
  • Agility 4 of 10AGILE ORGANIZATIONSTalent managementBusiness intelligenceFocus on performance Page 9
  • Agility 5 of 10INDIVIDUAL AGILITYIdentifying the need for changeResponding promptly (including learning)Devising actionAchieving action Page 10
  • Agility 6 of 10HR AND AGILITYCreates roles that adapt and flex to meetorganization needsCreates selection, testing and hiring criteria thatidentify agile, ‘best-fit,’ as well as skilled people.Provides orientation that emphasizes theorganization’s expectations for agility Page 11
  • Agility 7 of 10HR AND AGILITYAssists and coaches leaders to communicate thevision and develop an environment that removesbarriers, de-emphasizes hierarchical control,emphasizes empowerment and puts peopledirectly into contact with customers and suppliersProvides opportunities for people to experiencecollaborative problem solving Page 12
  • Agility 8 of 10HR AND AGILITYCreates an environment in which learning newknowledge and skills before they are needed is thenormPushes decision making as close as possible towhere the decisions will be implemented so peopleare not waiting for decisions before taking action.Designs a system that provides ongoing, dailyfeedback so people know how they are doing Page 13
  • Agility 9 of 10HR AND AGILITYHolds people accountable for their performanceThere are consequences for met and unmetexpectationsImplements effective recognition and rewardprocesses that truly reinforce agility and highperformance Page 14
  • Agility 10 of 10HR AND AGILITYBase promotions on true potential and aspiration;not merely on performanceEncourages intelligent risk taking and opendiscussion and even some conflict over diverseideas and viewpoints Page 15
  • Reorganization Page 16
  • ReorganizationPurposeActivitiesJob designAuthorityConnections Page 17
  • Reasons for a lack of formal evaluation Page 18
  • Reasons for a lack of formal evaluationPerceived difficulty of measurementReluctance to break new evaluative groundFailure to plan for evaluation at the start of theprocessTendency for management to base decisions ongut feeling and personal informal assessment Page 19
  • Key to successfulorganizational change Page 20
  • Key to successful organizational changeHolistic organization-wide changeEffective project managementEmployee involvementEffective leadershipExtensive communication with externalstakeholdersInternal and external experience Page 21
  • The unfreezing process Page 22
  • The unfreezing processMotivating people to accept the need for change,and engaging them in the change processChanging what needs to be changed andconsolidating new directionsReinforcing new values so that they becomeinternalized in individuals and embedding a newculture Page 23
  • Types of change Page 24
  • Types of changeImpositionAdaptationGrowthCreativity Page 25
  • Persuading others to change Page 26
  • Persuading others to changeWhat’s in it for them?Have they had a say in the change?Is it clear what change is envisaged? Page 27
  • Stability zones when managing change Page 28
  • Stability zones when managing change 1 of 2IdeasPlacesPeopleOrganizationsThings and habits Page 29
  • Stability zones when managing change 2 of 2CAREER ANCHORSManagerial competenceTechnical competenceSecurityCreativityAutonomy and independence Page 30
  • Sequence for managing change Page 31
  • Sequence for managing changeEstablish the projectSet goalsIdentify a solutionPrepare for implementingImplement the projectReview progressMaintain the project Page 32
  • An adaptable workforce Page 33
  • An adaptable workforceCHARACTERISTICSIs happily willing and able to learn new things andskills, not merely to enhance those already held -even if this means changing jobsCan be adapted in terms of scaleIs cross-trained in many different skills before theyneed them, not merely when they need them Page 34
  • Steps to climb Page 35
  • Steps to climb 1 of 3STEP ONEUnfreezing current patterns/unlearning oldbehavioursDisconfirmationSurvival anxietyPsychological safety Page 36
  • Steps to climb 2 of 3STEP TWOChanging and applying new behaviours Page 37
  • Steps to climb 3 of 3STEP THREEEmbedding new behaviours Page 38
  • The new change management Page 39
  • The new change management 1 of 3Assume that people are unclear about what thefuture looks like, and therefore unclear about whattheir role is within that futureAs well as detailing what is happening, explainwhy it isDont be afraid to acknowledge and deal with thestrong emotional response to change Page 40
  • The new change management 2 of 3Dont ask, "What do you think about thesechanges? Ask, "How do you feel about thesechanges?"Rebuild social connections through person-to-person interactionEnlist the help of the team Page 41
  • The new change management 3 of 3Remember too, that in this haste to change, savemoney, and embrace austerity, we may forget tocelebrate the small successes that happen alongthe way Page 42
  • Successfully implementing change Page 43
  • Successfully implementing changeEstablish a sense of urgencyForm a powerful, guiding coalitionCreate a visionCommunicate the visionEmpower others to act on the visionPlan and create short-term winsConsolidate improvements and produce morechangeInstitutionalize new approaches Page 44
  • Help people feel safe during change Page 45
  • Help people feel safe during changeCome home to the breathFind balanceTake control where you canTake tiny steps towards the future Page 46
  • Case study Page 47
  • Case study Page 48
  • Conclusion and questions Page 49
  • Conclusion and questionsSummaryVideosQuestions Page 50