1. IOSH Humber Group – 2 nd February 2010 Managing Change & Maintaining Competency Wayne Currie

2. Agenda Managing Change Types of Change Change Control Processes Impact of change on people Change Control Tools Competence  What is Competence  The Competency Journey  Competency Frameworks  Requirements for Competence References

3. Managing Change What is Change

4. Types of Change Organisational People Procedures Equipment/plant

5. Types of Change Planned Accidental Temporary Emergency

6. Change Control Processes Change must be effectively managed for many business critical reasons, including H&S It is both a risk and an opportunity for HSE improvement Integrated (cross functional) change control processes are most effective – including Resourcing Engineering Manufacturing / Operations HR Quality HSE

7. From HSE CHI7

8. Change Control Processes There is an acute recognition at the HSE that certain changes have serious H&S Implications This includes the maintenance of competence (and capacity) during change

9. Change Control Processes HID Inspectors toolkit – draft from 2005, focusing on Human Factors, including Competence, during times of change

10. An individual’s success in transition is directly related to how they feel about four factors: CUSP  C  Control – Do they feel as if they have sufficient influence over the situation?  U  Understanding – Do they understand in ways that make sense to them what is happening and why?  S  Support – Do they have practical and emotional support for what they must go through?  P  Purpose – Do they have a sense of personal purpose to give meaning to their experience and actions? Each of these is challenged by change but can be restored by appropriate managerial action

11. Immobilisation and shock Denial Retreat Excitement Doubt Fear Anger Frustration Rationalisation Acceptance of reality, letting go Negotiation Commitment Integration Performance The Transition Curve

12. Determine the major issue for focus CurrentDesired Gap Analysis What is happening now? What outcomes are you looking for? SMART objectives List the things that need to change

13. Identify and assess the key stakeholders – use the stakeholder analysis tool in appendix SponsorsChange Agents Targets Who are the people driving the change? What are their requirements? What are their roles? What are their attitudes? What are their beliefs? Who are the people that will make it happen? What are their roles? What are their attitudes? What are their beliefs? Who are the recipients of this change? What are their attitudes? What is their level of influence? What might they do to promote or prevent change?

14. Determine the degree of risk and the cost of the change Culture HistoryResistance How responsive is the culture as a whole to change? What elements of organisational culture might impact the change plan? How might this be manifested? How has change been handled in the past? How might this affect the current change for better or worse? What are the key learning points from the past? Where will the resistance come from? What form will it take? What are the acceptable or unacceptable levels of resistance? What are the strategies to deal with this?

15. Design the change systems Communication System Learning SystemReward System What are the key messages to be communicated? What are the objectives of each communication? Which messages for whom, when and how? What are the communication channels available What do people need to learn in order to affect this change? What key knowledge, skills and attitudes are necessary? What is the training plan to support this? WIIFM? Why should people change? What are the options for recognition and reward? When might they be most effective?

16. Create a step by step plan using the information you have gained from the above steps of the process….. ◦ What ◦ When ◦ How ◦ Where ◦ Why ◦ Who

17. Once the plan is place it is critical to set up process and accountability to ensure that the change is sustained over time. This is accomplished by establishing the following: Key MetricsAccountabilityVulnerabilities What are the measures for success? How will they be monitored? When will they be monitored? Who is responsible for this? Who is responsible for the successful execution of each part of the change plan? Who is responsible for measuring and monitoring? How will things be kept on track? What will happen if there is slippage? How will you know what is being neglected? What are the process for implementing remedial plans?

18. Change Control Tools

19. W. Currie Dept 1 Global Business Centre UK Board UK Strategy Board Dep 2 XXXX Intranet Person 1Person 2Person 3 Sub Sector Champions Administration XXXXX Industry Sector InitiativeACCCCIIIIICI Strategy, steering and directionRACCCI/CIIII I CharterRACCCIIIIII/CI Monthly ReportAIIIIIIIIIIR Internal CommunicationsRAIIIICIIIIC Marketing and CommunicationsARCCCI/CCIII C AdministrationACIIIIIIIIIR R - Responsible A - Accountable C - Consultation I - Information

20. What is Competence ? Competence – What is Competence

21. There are both “general” and multiple “legal” definitions Dictionary – “the ability to do something well or effectively” Legal – Often “ sufficient education, training, experience or knowledge and other qualities to….” HSE Definition – “Health and safety competence is the combination of knowledge, skills and experience that ensures roles are fulfilled and tasks completed with due regard to the hazards involved and the risk control measures necessary” – www.hse.gov.uk/comah/bpgrange/glossary.htm Competence – What is Competence

22. Courts ultimately determine competence In case law, Gibson v Skibs A/S Marina and Orkla Grobe A/B and Smith Coggins Ltd 1966 Defines a competent person as: ‘One who is a practical and reasonable man who knows what to look for and how to recognise it when he sees it.’ www.iosh.co.uk/information_and_resources/.../idoc.ashx?...1 Mind the gap – an IOSH research workshop summary paper Competence – What is Competence

23. There are numerous specific requirements for “competence” is H&S regulations and guidance Page 31 of HSG65 (Second edition, published 1997) - Successful health and safety management deals with Competence Managing Health and Safety - Five steps to success INDG275 covers Competence Competence – Requirements for Competence

24. Unconscious Incompetence The individual neither understands nor knows how to do something, nor recognizes the deficit, nor has a desire to address it. Conscious Incompetence Though the individual does not understand or know how to do something, he or she does recognize the deficit, without yet addressing it. Conscious Competence The individual understands or knows how to do something. However, demonstrating the skill or knowledge requires a great deal of consciousness or concentration. Unconscious Competence The individual has had so much practice with a skill that it becomes "second nature" and can be performed easily (often without concentrating too deeply). He or she may or may not be able to teach it to others, depending upon how and when it was learned. The four stage competency journey

25. Often the domain of the HR function and links Competency with performance Defines Competency as -“the behaviours that employees must have, or must acquire, to input into a situation in order to achieve high levels of performance, that is a focus on the person” Many Organisations have Competency Frameworks – and they cover most of their employees They help to define behaviours as well as outcomes Do you have a Competency Framework process and does it cover H&S at all levels of the business www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm?IsSrchRes=1 Competency Frameworks

26. Competence – What is Competence HSE’s Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to assess your behaviour The ‘Stress management competency indicator tool’ in this document is designed to allow you to assess whether the behaviours identified as effective for preventing and reducing stress at work are part of your management repertoire or not. The aim is to help you to reflect upon your own behaviour and management style http://www.hse.gov.uk/stress/mcit.htm

27. Competence – What is Competence 75% or below = Development Need: This is an area in which you would benefit from some development. Please refer to back to the questionnaire to explore which of the behaviours you could consider using more often in the future in order to be more effective at preventing and reducing stress in your team. 76% to 89% = Reasonable: You show a good awareness of the behaviours needed for effectively preventing and reducing stress in others. It may be helpful to refer back to the questionnaire to see if there are any behaviours you could add to your repertoire in this area to increase your effectiveness in managing stress in others. 90% and above = Effective: You demonstrate the behaviours that have been shown to be effective in preventing and reducing stress in your team http://www.hse.gov.uk/stress/mcit.htm

28. Competence Competency must be managed / maintained during times of change - this truly is difficult and there are many opportunities to go wrong See HSE CHIS7 Organisational Change and Major Accident Hazards

29. Further references A Practical Guide to Competencies - How to enhance individual and organisational performance - 2nd Edition Published: October 2003 -ISBN: 1843980126 - ISBN13: 9781843980124 Competency and Competency Frameworks - CIPD http://www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm ?IsSrchRes=1 http://www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm ?IsSrchRes=1 http://www.hse.gov.uk/aboutus/furtherinfo/policy/outline.htm