Prepare for Change Ideas for Today and Tomorrow

Change is inevitable: Internal Factors Aging infrastructures Aging workforce Projects vs. programs New hire expectations External Factors Use of web and E-Gov initiatives Speed of technological changes Legislative and political demands New programs

Stages of Change: Ending Say good-by to the old Middle Transition – define the institutional change Beginning New high performance process implemented

3 Questions about Change employees ask: What will I gain? What stays the same? What will I lose? Change has an emotional impact on employees that leaders cannot afford to ignore. Process will change on schedule but emotions will transition according to buy-in by individuals.

“Marathon Effect” for leaders – William Bridges Clear vision Clear goals and deliverables Communications Interpersonal skills

Rapid pace of change in technology Internet Personal Computing Enterprise Solutions “Creative Destruction” – economics term applied to IT when implementing a new technology replaces and destroys the impact of the old technology

As an individual, be prepared for: Technology change – technology and processes used to meet goals Cultural change – org goals and structure Personal change – sense of self

Methods of adjusting to Change Take responsibility for your own performance and growth. Ask questions about process and intent, look for specific deliverables and measures. Support other members of your work group Focus on maintaining customer service. Get involved with decision making.

Develop a personal skills assessment Do a skill assessment: Interpersonal skills Managerial skills Technical skills Prepare for new roles - interchangeability is key Consistency and best practices are essential Be flexible through shifting assignments for temporary, short term roles and development Accountability – we must measure performance

Assessing your skills What informal learning have you done? What formal classes or certifications do you hold? What new skills or technologies will be implemented in the organization? What are your developmental opportunities as related to the department’s future direction? What training resources are available? Cost? Timing? Prepare an annual performance management development plan in collaboration with your manager.

Interpersonal and managerial skills InterpersonalManagerial Coaching and counseling Performance management Communicating effectively Planning and time management Managing changeProject management Managing conflict Problem solving and decision making Influence and negotiation Setting goals and standards

Assess your options Self-assess IT & non-IT capabilities & skills What is your position, assignment, current skills? What is your career path & its required skills Which certifications might be Important? Cisco, CompTia, Microsoft, etc. What opportunities may arise from the new IT structure? What environment do you do well in? Working alone vs. as part of a team Lead vs. follow Managed/directed vs. set own course

For Managers – For Change to succeed Requires marketing & persuasion: multi- channel communications is critical to success. Coach employees through transition phases while implementing process changes. Champion the changes – explain changes and lead by example.

For Managers – Change leadership skills critical to IT Map current processes Assess current staff skills Measure gap between future needs and current skills present Train employees for changing technical processes Create small wins: pilot projects prove feasibility and build buy-in at all levels Sustain the process – ensure that clients are getting benefits promised

Assessing current staff List each staff member by current role Assess current state of skills under 3 headings: Interpersonal Managerial Technical Define gaps between current and future state needs by position Address developmental needs by individual on performance management plan

For Managers – What IT clients need Risk avoidance Fresh perspective Standardization to assure consistent end user experience Networking – exchange of ideas with others managing a new process change Jointly defined measures of success

For Managers – Demonstrate credibility Know the goal - assure it is achievable Consolidation of IT = reliability at lower cost Build confidence: use pilot projects or implement a few successful changes at a time Prepare evidence Call to action

Best practices for individuals Use state HR Performance Management documents to record a learning plan and goals – update quarterly with your manager. Define growth areas, find resources and commit to a timeline. Develop and adopt team and workgroup collaboration skills. Upgrade your public speaking, reading, writing & communications skills. Learn project management skills.

Best practices for organizations Define current skills and performance and future needs. Do a gap assessment for the organization. Track & measure tasks, assignments and projects. Check against customer feedback. Education and training are key components in creating successful IT staff. Rotate job assignment within a division or unit to provide lateral and upward mobility. Implement vendor best practices configuring and operating computer systems.

Best practices related to IT customer service Seek involvement of customers at every stage of change process. No changes implemented during business hours (6 am - 11 pm) with major changes on Sunday. 7 X 24 on site and on call after hours support for all critical services. Document procedures & software configurations. Validate, publish and continually improve them. Use strong security practices and procedures to prevent downtime or damage to customer files.

Summary Managing change requires that you develop and balance both interpersonal/managerial skills with technical skills… Technical skills alone will not meet the challenge.

Managing Change requires Current organizational assessment – individually and by work group Clear goals and standards Gap analysis of skills Learning plan Assessment of progress against goals and standards

Resources for learning currently in state government BHR – Office of State Training and Organizational Development Internally delivered classes through OIT Local colleges and technical Institutions Commercial training organizations (V-Tech) Ultimately, you are accountable for your own learning plan and results.

Discussion and Questions