The Change Practitioner's Toolkit: Tools, Techniques, Traps, & Takeaways

Session # W316

  The Future of Learning & Performance   Learning Trends   The Change Practitioner’s Toolkit   Orienting Yourself   Case Study: Applying the Change Management Toolkit   Resources

  Identify common change management tasks for learning initiatives.   Implement simple tools for creating deliverables.   Integrate change management tasks with training tasks to create an overall transition strategy.

  Describe a situation where you provided a solution that had unanticipated impacts on another area of the organization.

The New Normal “It’s a VUCA world! Volatility, Uncertainty, Complexity, Ambiguity.” – Bob Johansen, Institute for the Future

  Complexity: Situations that are difficult to understand, have considerable ambiguity and uncertainty, and often have no “solutions,” only options and tradeoffs   Chaos: Seemingly random events that have an underlying pattern (which is difficult to discern)   Change: Turbulent environments in which the future is difficult to predict or control

“A learning organization is a group of people whoare continually enhancing their capabilities tocreate what they want to create.” – Peter Senge

  The Mission Statement of the American Society for Training & Development (ASTD) is: Through exceptional learning & performance, we create a world that works better.

OD Consultant   Every WLP’s ultimate aim is to Knowledge Librarian improve human performance. Career Coach Learning Strategist   Focus ranges from individuals Instructional Designer to whole organizations Talent Manager   Tools vary from assessment, to training, to coaching and beyond

  Three key areas ROLES AREAS OF EXPERTISE FOUNDATIONAL COMPETENCIES

Learning & Performance Professionals “What were saying today is that youre either part of the solution or youre part of the problem.” - Eldridge Cleaver

Who?•  ASTD & Pennsylvania State Strong trends: UniversityWhat?•  Conducted qualitative and quantitative research to assess the model’s continuing applicability.Data Collection Methods•  In-depth literature review•  Survey•  Interviews w/ practitioners and thought leadersOutcomes•  Competencies and areas of expertise outlined in the ASTD Competency Model remain highly relevant today. “Keeping it Real,” T+D | AUGUST 2008

47%of the workforce in 2014 will be Millennials born between 1977 - 1997

•  Minimize and/or accelerate through the Produc4vity / Performance Dip •  Provide employees with the awareness, knowledge and skills to be ready, willing, and able to perform their job du4es •  Engage the business in their prepara4on for a readiness state Change EventBusiness Performance Productivity / Performance Dip

What will it mean for me? I didn’t know about …? Do I have to use this new tool / How do I get process? ready? Why are they What’s the doing this to me? business value to me? Did they tell Does this work for anyone about this my department? before doing it? 20

Poten4al Diﬀeren4ator Change Management in Learning Projects can:   Drive Learner sa4sfac4on   Increase 2 way dialogue: Training <-‐> Business   Improve Learning’s relevance   Drive earlier awareness and buy-‐in   Increase ROI on Learning investment 21

Change Management:   Shared Need   Shaping Vision   Mobilizing CommitmentActivities:  Document Stakeholders and Functions  Determine engagement strategies  Monitor Alignment  Mitigate Misalignment by Intervention

  Who is involved?   Learning / Training Lead, Change Management Lead (as required)   What is it and why are we doing it?   Stakeholder management is a process to manage the people within the affected business to ensure they are aware and support the learning initiatives.   How will the activity be conducted?   The Learning/ Training lead facilitates communication with the identified key stakeholders and stakeholder groups; delivered through meetings, interviews, presentations, e-‐mails, etc.   When will the activity be conducted?   The project specific stakeholder management program immediately follows the formal scoping and kickoff of a learning project.

Change Management:   Shaping Vision   Mobilizing CommitmentActivities:  Document & Execute CommunicationsPlan  Determine Communications Channels  Create Customized Content  Deliver Communications per plan  Facilitate Communications review lifecycle

  Who is involved?   Learning / Training Lead, Communications Lead (as required)   What is it and why are we doing it?   Project communications are developed to focus on the activities leading up to go-‐live to ensure employees are informed and prepared.   How will the activity be conducted?   Communications are delivered via e-‐mail, newsletters, Intranet, employee meetings, podcasts, tweets, posters, meetings with managers, and other methods as appropriate and funded.   When will the activity be conducted?   Project communications vary per the project timeline depending on size and scale of the project and upon completion of stakeholder analysis and deﬁnition of project scope.

Change Management:  Mobilizing Commitment  Making Change Last  Monitoring Progress & LearningActivities:  Training Needs Analysis  Training Strategy & Schedule  Content have, build or buy  Conduct Training  Measure Effectiveness

  Who is involved?   Training Lead, Instructional Designer / Facilitator (as required)   What is it and why are we doing it?   A variety of learning methods are utilized; web-‐based training, distance learning, knowledge transfer, scheduled practice sessions.   An appropriate level of training investment to be made as required.   How will the activity be conducted?   Through instructor led courses, knowledge transfer sessions, lunch and learns and web-‐based training.   When will the activity be conducted?   As needed, per deﬁned deployment plan.

•  Workshops & consulting for people who Accidental Project have to manage projects. Manager •  www.accidentalprojectmanager.com •  Certiﬁed Professional in Learning & CPLP Coach Performance (CPLP) study prep materials. •  www.cplpcoach.com •  Resources for people and organizations requiring organizational change Change management and business readiness Practitioner Toolkit assistance. •  www.changepractitionertoolkit.com

Speaker Bio trishuhl@owls-ledge.com   ~ Trish Uhl, PMP, CPLP   CEO & founder – Owl’s Ledge LLC   2005 CPLP® Pilot Pioneer   2009 Training Magazine Top Young Trainer of the Year award recipient   2010/2011 ASTD International Conference & Exposition (ASTD ICE) presenter   Contributing Author ▪  ASTD Press, “10 Steps to Successful Teams” ▪  Pfeiﬀer, “Fortify Your Sales Force: Leading & Training Exceptional Teams”   2011 Chicagoland ASTD (CCASTD) President

Download Tools & Templates: www.changepractitionertoolkit.com Based on the Hangers Emporium Case Study

  “Keeping it Real,” T+D | AUGUST 2008   “Learning Gets Social,” T+D | AUGUST 2009

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The Change Practitioner's Toolkit: Tools, Techniques, Traps, & Takeaways

by Trish Uhl

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The Change Practitioner’s Toolkit: Tools, Techniques, Traps, & Takeaways Presentation Transcript