Introductions Graham Bowditch, OD Manager Clare Bowers, Internal Communications Manager

Colleagues should be able to access their reports

Actions 40% believe that action will be taken on problems identified in the survey (-6 vs the Public Sector benchmark norm). 28% disagree that action will be taken. What are the barriers to action planning?

Updates from Attendees How well have things gone so far? Have your actions been implemented as planned? Have you had any issues with ensuring your actions are implemented effectively? Are you losing, maintaining or increasing momentum? Why do you think this is?

INVOLVE EMPLOYEES THROUGHOUT 4 simple steps to success Look through your team’s feedback Identify some key areas for focus EXPLORE Explore the root causes Build your vision for success Encourage creative ideas CREATE Create a plan for quick wins and long term goals Empower and enable team members to make the change PLAN Review progress and communicate regularly Adapt your plan but retain your vision for success ENERGISE STEP 1. STEP 2. STEP 3. STEP 4. Remove transition INVOLVE EMPLOYEES THROUGHOUT

ENERGISE STEP 4. Enabling change to happen: 01. reinforcing the change 02. communicate, communicate, communicate 03. reach out and find support 04. Don’t be afraid to adapt

Kotter’s 8 Step Change Model Establish a Sense of Urgency Create the Guiding Coalition Develop a Vision and Strategy Communicate the Change Vision Empower Employees for Broad-Based Action Generate Short-Term Wins Consolidate Gains and Produce More Change Anchor New Approaches in the Culture Plan Energise

Communication Tips (Clare Bowers) 1. 2. 3. 4. 5. Ask team members to talk through action plans Talk through action plans one by one – asking for feedback on progress made Agree on what progress has been made against each action Agree on future activity required, with timelines and owners for ensuring completion Update action plans, share with teams (email/printed/verbal update) and review on monthly basis as part of TeamTalk

Communicate Improvements 02. communicate, communicate, communicate Do the Survey Communicate Results Communicate Actions Take Action Communicate Improvements 01. 02. 04. 05. 06. Agree Actions 03. ‘It is impossible to over-communicate in the context of change’ / Kotter / Ensure you establish communications channels and forums where your plan for action will be discussed. We recommend a monthly update on progress, and a quarterly review and reflection on whether the plan for action needs to be adapted. Even if you feel there hasn’t been any progress on the plan, continue to provide an update to ensure employees feel this is still front of mind. Communicate why you are NOT taking action

Empower Employees 1. 2. 3. 4. 5. I.e. host a session in which all colleagues in team are welcome to share progress, identify changes and work with resisters Encourage employees to share improvements Adjust barriers which hinder colleagues making change (behaviours, etc) Communicate with employees and identify advocates and resisters Ensure colleagues are part of the change process Reference: https://www.hr.uq.edu.au/step-6

Generate Short Term Wins 1. 2. 3. 4. 5. Congratulate employees on what’s been done thus far and provide recognition for it. Communicate successes, (i.e. any updates or metrics) which are relevant and pragmatic. Ensure wins are unambiguous (i.e. don’t way ‘were making progress’ without substantiating it. Explain how wins relate to survey results. I.e. ‘Congratulations team, we’ve now had 10 full team talks in which all colleagues attended, and our pulse survey indicates we’re communicating better ‘

Consolidate Changes and Continue with Change (Adapt!)

04. don’t be afraid to adapt ORGANISATIONAL CHANGE IS NOW A PART OF EVERYDAY LIFE. Whilst it’s important to set goals and objectives, research shows that if managers are too rigid on sticking to these goals throughout change, this can lead to problems. Keeping your vision for success in mind, don’t be afraid to veer off track from your plan of action and adapt as you go along. Ideally, discuss this with your team so they can give you feedback on what is and is not working. Can anyone think of exampsetles of adapting their plans? Set milestones

Keep it simple for leaders/managers 10% CREATE new plans As a rule of thumb, effort required for an organisation to drive the required change follows a 70/20/10 principle: 70% continuation of current practices 20% adaptation or refinement of current practices 10% creating new initiatives There’s no need to re-invent the wheel! 20% ADAPT current plans 70% CONTINUE with current plans Note: Discussion – what kind of plans could this include? E.g. Business plans, January – March business planning Aligns with learning model

Example Facilitated Workshop, Modifying Existing Actions Problems Existing Plans Modification Hosting Monthly Feedback Meetings Diversifying Meeting Updates Communication isn’t improving Host Roadshow Feedback Session Have columns appear one at a time.

Facilitated Session Management Increased Disparity New sessions Management Not hosting team talk Always mobile Poor Communication Scores No access to computers Appear one at a time Technological Access

Anchor in Team/Department/Organisational Culture 1. 2. 3. 4. Ensure Actions are embedded in processes (I.e. Team Talk. Team Meeting Items) Ensure ongoing reward and recognition is occurring in response to desired actions and behaviours Review metrics and resisters regularly Ensure you have a coalition of people to support you in these actions Reference: https://www.hr.uq.edu.au/step-6

How can I tell this is all successful? Monitor Scepticism Identify barriers (in some cases, colleagues who are sceptical) Identify your resisters and advocates, and work with both to ensure success. Identify metrics (you could do a pulse survey in your own team!) Regular Communication Next Your Voice- Spring 2018

In Summary Communicate, Communicate, Communicate Empower Colleagues Generate short term wins Consolidate change and Adapt Ensure action planning is embedded in culture and constantly monitor.