Building a Better Business Change Management in RoadTek Maryse Alvis 17 July 2014

What will we cover? Objectives of this session: To create awareness of change management To have specific change and communication actions you can carry out

Why Change Management?

What does it mean to “manage change”? To the organisation: Have a structured change management process suitable to the nature of the change To the employee: Understand what change means and how it affects me Have some skills to manage change

Cycles of Change From: http://chronicle.com/blognetwork/theubiquitouslibrarian/2012/12/18/cycles-of-change-innovation-two-models-together/

Organisational change management Phases of change (ProSci): Prepare Implement Reinforce =OR= (Lewin): Unfreeze Change Refreeze

Types of changes Business process design Technology/system upgrades Restructuring Expansion or downsizing Business model changes/new ventures New marketing campaigns Job redesign Changes that impact suppliers Changes that impact customers

Greatest contributors to success Effective sponsorship Buy-in from front-line managers and employees Exceptional team Continuous & targeted communication Well planned and organized approach

Greatest change management obstacles Employee and staff resistance Middle management resistance Poor executive sponsorship Limited time, budget and resources Corporate inertia and politics

Project Management … Change Management

Change characteristics Risk assessment Medium risk High risk Low risk Change characteristics Organisational Attributes Change resistant - -able Small Incremental Large Disruptive

Using ADKAR model ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies. ADKAR represents the five phases of change that must be achieved for the change to be a success. ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tool.

The ADKAR Model Awareness of the need for change. Desire to support the change. Knowledge on how to change. Ability to implement new skills. Reinforcement to cement the change.

Our goals Phases of a change project Phases of change for employees Awareness Desire Ability Knowledge Reinforcement Post - implementation Implementation Concept and Design Business need Successful Change

ADKAR Template A D K R Change Activity Responsibility Pre-Move (cleanup) Activities 1. Move announcement: (GM RoadTek will announce the move) X   GM RoadTek/ PD&O exec/ ESU exec 2. Clean-up directive (Executive managers to provide direction for staff to have Ann street clean by Christmas) RoadTek Executives, PD&O executives/ ESU Executives 3. Initial Ann Street clean up email from ASM2012 project (provide information, guidance on how to clean up Ann street and how to go about it) Project manager

Personas – or “Who is involved?” High level representation of our people at RoadTek General guide to needs and characteristics – not real, but snapshot of types of people Helps guide us in making decisions around user experiences

Personas

Personas

Personas and Positions in RoadTek

Activity – Part 1 Story: RoadTek have decide to implement a project where all RoadTekians get a set of Google Glasses (use for internet access, maps, capturing photos & videos, voice recording)

to discuss in your Persona group, then share your Top 5 points Activity – Part 1 Project is reasonably funded and has 12 months to deliver Put yourself in the place of your indicated Persona. For this change: How does it feel? How are you impacted? What actions do you want your manager to take? Take 20 minutes to discuss in your Persona group, then share your Top 5 points with the whole group

Communication Plan Your plan will essentially answer the following questions about project communications: who (who will receive the message and who will deliver that message) what (what is the content of the message) when (when will these messages be delivered) where (where will the messages be delivered) how (what media or channel will be used)

Communication Plan – cont. Successful communications are: honest frequent and constant throughout the entire program consistent open, transparent and safe Communicate 5 to 7 times

Message guidelines for employees Focus on the impact of the change on the employee. Be clear about what you know now and what you do not know now. Let employees know when more information will be available. Be clear how employees can provide feedback about the change.

How well informed are we?

RMT Management and Committee Structure ,, RMT Management and Committee Structure Have you considered all these groups – and their representatives – to help you communicate your message ?

Audience Who is your audience? What do they already know? What do they want to know? What information will benefit them, or help them do their job? How do they feel about the subject?

Handy hint After your have written or developed a communication, put yourself in the audiences shoes and ask if the communication is likely to achieve what you intended.

Activity – Part 2 Put yourself in the place of your indicated Manager or Executive Persona responsible for Change and Communication Activities: For this change: What Change activities would you carry out? What Communication activities would you carry out? What are your key messages/ intentions? Take 15 minutes to discuss in your original Persona group, then share your Top 5 points with the whole group

Resistance and comfort Comfort and the status quo Do not underestimate the power of “comfort” with how things are today The natural reaction to change is resistance Your goal is not to eliminate resistance “Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”

Address the root cause of resistance proactively Why resistant to change? Executives Disconnect with their strategy, financial objectives or compensation Loss of power or control, and overload of current responsibilities Mid-level managers Lack of awareness of why the change is happening and “WIIFM” WIIFM – What’s In It For Me Comfort with the status quo and fear of the unknown Employees

Top reasons for manager resistance Loss of power and control Overload of current tasks, pressures of daily activities and limited resources Lack of skills and experience needed to manage the change effectively Fear of job loss Disagreement with the new way

What would you do differently re communication? More communications (more frequent) Begin communications sooner in the project More face-to-face communications More communications from executive sponsors and senior managers More about the impact of the change on the employees

Activity – Part 3 Story: The Project timeline is reduced to 6 months Budget cuts have meant that only half people can get the Google Glasses

Activity – Part 3 Go back to your last groups, keeping the Manager or Executive Persona responsible for Change and Communication Activities: What is the impact on your previously planned activities? What Change activities would you carry out? What Communication activities would you carry out? What are your key messages/ intentions? Take 10 minutes to discuss in your original Persona group, then share your Top 5 points with the whole group

Your PAL Assignment Who are your stakeholders for your Improvement Initiative? What other ideas from this morning could you use?

Questions ?