One day training course for a science-based organisation located in Yorkshire undergoing significant change

1. Managing change by Fluid September 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 Change strategies 7-9Communicating change management 10-11 Reasons for resistance 12-14 A successful change management one-day event 15-16Learn to love change 17-18Self-esteem and time 19-20 Communicate through a crisis 21-22 Coaching at a time of change 23-26 Culture change 27-28 Exercise A 29-30 Creating a built-to-change organisation 31-32 Successfully organising change 33-34 People management aspect of change 35-36 Measures to assess success of change 37-38 Leading change from within 39-47 Real-life examples 48-49 Exercise B 50-51 Case studies 52-53 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Change strategies

8. Prepare for setbacks

9. Find support

10. Get started

11. Find quick wins

12. Out of their shoes

13. Create connections

14. Build on synchronicity

17. Realise that altering behaviours will not happen overnight

18. Know beforehand what you want to achieve and where you want to get to

19. Recognise that your workforce is not one homogenous mass-messages need to be tailored to individuals and groups

21. Remember to communicate ‘why’ as well as ‘how’

22. Show how the change is going to improve people’s day-to-day lives, try to avoid jargon and management speak whilst keeping it real

23. Use line managers to promote the message and identify credible ‘change champions’

26. Distrust of the change agents, triggered by a fear of half-truths and hidden motives

27. Different assessments of the need for change, with interested parties accessing different sources if information and/or having different interpretations of the same information

30. Have a ‘wow’ factor, but don’t make it too lavish and expensive. Create something that is innovative and interesting in presentational terms

32. When talking about where your organisation is going, keep it simple and straightforward

35. Keep it at work

36. See it as an opportunity

37. Make changes for valid reasons

40. Shock, immobilisation and loss

41. Searching and denial

42. Anger

43. Depression, self doubt, inertia

44. Acceptance

45. Testing options

46. Searching for meaning & self awareness

49. Don’t assume control

50. Say what won’t change…

51. …and what will

52. Keep employees focused

53. Get line managers talking

54. Educate your employees

57. If you recruit an external coach, make sure they have a business background and understand your environment

58. Make sure that HR is operating as a business partner

59. Use coaching methodologies thoroughly

62. Introducing radical change is much easier if you have the total support of your Chief Executive and executive colleagues

64. Establish role models

65. Develop relevant skills and knowledge

67. Develop your strategy

68. Tools of the trade

69. Quality as well as quantity

70. The root of the matter

71. Communicate widely

72. Involve all employees

73. Track progress

75. Page 28 How ready for change are you? Exercise A

76. Page 29 Creating a built-to-change organisation

78. Ensure no employee is more than one or two steps from the external environment

79. Share business information with employees

80. Use frequent goal-setting reviews rather than job descriptions, to manage talent

81. Stress that individuals’ employment depends on their willingness to accept change and learn new skills

84. Avoid piecemeal, uncoordinated change initiatives

85. Achieve substantive rather than tokenistic employee involvement in the change process

86. Invest in communications with external stakeholders

87. Involve HR professionals closely, right from the start

88. Maintain effective project management disciplines

91. What will be the effect on reward systems and how can we use them to promote rather than obstruct change?

92. What job and skill changes will be required and how will we deliver them?

93. What are the implications for the careers of those affected by and managing the change?

96. Changes made in processes

97. Employee understanding

98. Time taken against plan

99. Revenue/profit improvements

100. Spending against budget

101. Avoidance of identified risk

102. Senior management satisfactionMeasures to assess success of change

103. Page 37 Leading change from within

105. Start with the small things that make a difference such as making it easy for people to get their expenses back

106. Get out there and really listen

107. Don’t take a rebuff as a personal insult

108. Don’t wait for permissionLeading change from within

109. Page 39 Real-life examples

111. A change project was announced that involved a restructure of the supply chain to deliver a £50M annual cost saving. It involved closing 18 distribution centres and merging three warehouses, with new terms & conditions for 12000 employees as well as 2100 redundancies announced for three years in advance

112. Boots developed a clear people vision, culture, leadership development plan, support/severance scheme for affected people whilst opening a learning suite in every distribution centre, providing a sum of £300 for each colleague as a vocational training allowance and undertaking change management programmes for all managersReal-life examples 1 of 8

114. Programme delivered on time and within budget

115. Employee engagement scores increased by 13%

116. 54% of leavers found new work immediately

117. Retention of a more engaged and productive workforce

119. The staff survey revealed a 54% level of employee engagement, so HR were tasked with improving this by 10% whilst tackling sickness absence, staff turnover and number of grievances filed-at a time when the organisation was seeking to achieve a 1% increase in membership

121. A repeat of the staff survey two years later showed a 20% increase in employee engagement, taking the score to 74%

122. Sickness absence was reduced by 0.6%, the number of grievances filed reduced by 45%, and staff turnover cut from 20% to 12%

124. A merger of two competitors led to sites being closed, a new Head Office being established, teams being relocated and integrated and the harmonisation of terms, policies and remuneration packages

125. HR led the merger planning, secured people investment and oversaw the appointment of an integration team

126. Key communications included an employee booklet, a ‘Be Special’ engagement programme, face to face visits with Directors and an online forum

128. Record profits posted in year one

129. HR policies and systems were harmonised with a clear timetable for completion on first anniversary

130. A successful partnership approach, achieving a landmark deal with the pilots’ union Balpa

132. The outsourcing of the regional operations team (350 people) took place against a backdrop of employee uncertainty, with the staff survey revealing a low score for employee engagement. The challenge was to retain a highly skilled workforce, recognising that 81 of the team were eligible for early retirement

133. Potential outsourcing partners were invited in to deliver a ‘beauty parade’ pitch in front of employee representatives, and all communication was designed to be open, honest & transparent

134. Pension rights were placed at the top of the agenda as consultation had confirmed employees’ fears about financial loss as they moved from a defined benefit to a defined contribution schemeReal-life examples 7 of 8

136. HR made sure the outsourcing deal put the people agenda on an equal footing with commercial interests

137. Positive feedback from employees ensured a low attrition rate

139. Page 49 Case studies

140. Page 50 Exercise B

141. Page 51 Exercise B

142. Page 52 Conclusion & Questions

143. Page 53 Conclusion Summary Questions