SU308- Reliable Results - Strategies for Managing Change for Talent Success
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SU308- Reliable Results - Strategies for Managing Change for Talent Success
- 1. ATD 2015 International Conference & Exposition SU308 - Reliable Results: Strategies for Managing Change for Talent Success Mason Holloway masonholloway@Deltek.com @masonholloway
- 2. 2 ©2014 Deltek, Inc. All Rights Reserved
- 3. Topics 1: Change – What is it, Why Should I Care? 2: Why is Change so Difficult? 3: The 7 Strategies 4: The Lottery 5: Q&A and Closing 6/9/2016 ©2014 Deltek, Inc. All Rights Reserved 3
- 4. What is Change? change noun 1. An act or process through which something becomes different. 2. A transformation or transition from one state, condition, or phase to another. 4
- 5. Why Should We Worry About Change? 6/9/2016 5
- 6. In Dollars and Cents 6/9/2016 6 * Project Management Institute | 2014 Pulse of the Profession Report PMI estimates that organizations lose 15% of every dollar spent on strategic initiatives through failure to effectively manage the change.
- 7. Your Talent Solutions ≠ Your Results 6/9/2016 7 • Results are what matter – Talent solutions are simply enablers • People will make or break it
- 8. A Picture is Worth 1000 Words… 6/9/2016 8 Only 20-25% join in 30% work against us The rest wait and see
- 9. Why is Change so Difficult? 6/9/2016 9
- 10. “Everyone thinks of changing the world, but no one thinks of changing himself.” - Leo Tolstoy 6/9/2016 10
- 11. The Phases of Change 6/9/2016 11
- 12. Three Levels Matter 6/9/2016 12 Type TypeTypeType Type Type People Process Organization People are usually the central focus. But all three need to be addressed equally for your talent program to succeed.
- 13. 7 Strategies for Change Success 1. Share the vision 2. Understand the impacts 3. Let them own it 4. Help them understand it 5. Surface the Issues 6. Install lifelines 7. Measure, measure, measure 6/9/2016 13
- 14. Share the Vision 6/9/2016 14 A clear and unambiguous “definition of done”An explanation of why change is imperativeAn explanation of the compelling benefitsAn acknowledgement of the fearsThe timing and the speed
- 16. Perspective Matters 6/9/2016 16 Before you knew the change was coming or needed In the earliest day of the change… when you are beginning to feel the effects of the change. After the change is half-way complete… After the change is complete… when you are looking back on the path you have followed.
- 17. Remember: Telling ain’t Transitioning… …and Chattin’ ain’t Change 6/9/2016 17
- 19. Impact Analysis Impact Level (2) L-M-H + - Structur e 4.1 Job / Task 4.2 Skills 4.3 Culture New Behavio rs 4.4 Policies 4.5 Criticality 1- Not Critical 2 - Moderately Critical 3 - Very Critical Difficulty 1- Not Difficult 2 - Moderately Difficult 3 - Very Difficult Capability 1- Very Capable 2 - Moderately Capable 3 - Not Capable M > A A > A M > M A > M NEW Training Impact Organization Impact (4) Change Impact (3) Technology Impact (Change in the use) M: Manual A: Automatic (5) Functional/Operation Area Details, Impacts, and Key BenefitsProcess/Task Impacted Audience (1) 6/9/2016 19 Purpose Approach The Impact Analysis identifies the organizational, process and individual level changes that the program will inflict. Each impact is then evaluated against level, impact, specific change criteria, knowledge needs and policies, etc... • Analyze results of design decisions with key performers and stakeholders • Work with project stakeholders to identify subject matter experts for identified processes and activities • Capture and maintain detailed plans
- 20. Let Them Own It. 6/9/2016 20
- 21. Change is Choice 6/9/2016 21
- 24. Help Them Understand It. 6/9/2016 24 Competence = ConfidenceWhat They Don’t Know…WILL Hurt You!
- 25. Surface the Issues 6/9/2016 25
- 26. Dealing with Conflict – The Roles in Change 6/9/2016 26 1. Get there and help immediately 2. Get on City Hall to enlist Federal support. Engage the systems 3. Get people together to plan and take action 4. Raise our voices and publicly protest to leadership until they declare a disaster
- 27. Install Lifelines 6/9/2016 27 • Centers of excellence • Program champions • Experts, coaches, mentors, peer advisors • Help desk • Knowledge base
- 29. Time to pick the winner!
- 30. • Deltek’s OCM for Dummies • Change Toolkit • FAST Methodology 6/9/2016 30 MasonHolloway@Deltek.com
Notas del editor
- Start at 9:56 – 1 minute Mason - Move quickly through this slide – it is just to drive home the point that we are losing more than just the participation of the people – we are losing dollars.
- Start at 9:43 10 Min – Slides 5,6, 7 - Mason Deltek’s solutions are about enabling business results. They’re about reaching business goals. They’re about knowing more, doing more, accelerating more. ASK: participants to stand Ask them to count off by threes. (and remember their number) Tell the ‘2 and 3s’ to sit down.
- Start at 9:53 Slide is a build – Mason – 3 minutes
- Have everyone stand and cross arms. Not ask them to switch the direction they crossed. Discuss
- Start at 10:02 3 Min - Mason Person in the trunk analogy: Experience Where you were going Preparation Feedback Lifeline – how do you get the car to stop?
- Start at 10:05 3 min - Mason
- Start at 9:57 5 min for Slides 9-10 - Will Depending on where you are “seated”, how do you feel? …Before you knew the change was coming or needed …In the earliest days of the change… when you are beginning to feel the effects of the change. …As the change reaches the half-way point to completion… …After the change is complete… when you are looking back on the path you have followed Person in the trunk analogy: Experience Where you were going Preparation Feedback Lifeline – how do you get the car to stop?
- Start at 10:08 3 Min - Mason Ask how they measure the impact of change. Suggest the BIA approach
- Share story of lottery study.
- 5 monkeys..
- Start at 10:21 2 Min – Mason We often assume too much. That people will “pick it up” or somehow just “get it” Training is a critical element – should be targeted to peoples needs not “sheep dipped” Don’t fall in the trap of thinking that training is BOTH necessary AND sufficient : ASK: How many of you has met someone in your career who is knowledgeable in their job, but NOT PRODUCING VALUE?
- I’m going to read a scenario. While you’re hearing this scenario, think about the kind of response you’d make. Where are you immediately drawn in this situation? The Scenario • In a Midwestern city in the US, a major tornado hits and knocks down a big manufactured home park. Almost forty people are still unaccounted for, and might be trapped in the rubble. The city’s response is terribly inadequate – both in terms of preparation for a disaster like this, and in terms of execution of its flawed plan. State and federal offices have the resources to respond, but are not adequately mobilized. The bungled relief effort highlights a number of broader issues about how the government at all levels responds, especially to working poor Midwesterners. How do you change this dreadful situation? Take a quick moment to think what you would do if you lived in that city. Now, I’m going to read four possible actions, and point to places in the room. If you are immediately drawn to this particular action, move over to that spot. First listen to them all, then think about which reaction you are most likely to take. Possible actions: People could be dying under the rubble and need help immediately. We should go to the park right now and try to help the rescue efforts. Even if we can’t help them, there are probably children who need care and could use our help. We need to get on city hall’s case right away, and see what is keeping the authorities from doing their jobs. We know they could get the state and the feds in here right away. There are systems in the city and we need to make sure everyone has tried all the options. We need to get people together to plan an action about all the needs that aren’t getting met. What can the churches do? What can the Rotarians and the Chamber of Commerce do? We should bring together the people who are suffering and allies together to put pressure on government to change the situation. We can’t let the government abuse people like this! Where’s the governor and mayor? We need to raise our voices so they and the public can hear our outrage! Let’s go camp on the state capitol grounds until he asks for a disaster declaration and gets the disaster relief funds flowing. We’ll dramatize the loss of homes by setting up tents right where he has to look at them every day! I Assign each of the four roles to a corner in the room. Have people move there based on their immediate response to this situation. It may not always be an exact match, but tell people to pick which role best describes their impulse. If there are not enough people to fill a role, ask if a few people at least have an inkling in that direction, and could move over to that corner. Why are you in this spot? What do you think about the others? How is this particular role critical in making social change happen? I After letting people discuss for a while, let them share in the large group. Then write up the four roles, sharing the names of the roles to each of them: 1. Citizens, 2. Reformers, 3. Change Agents, and 4. Rebels. From your position, what annoys you or concerns you when working with someone from one of the other positions? What would you say to the other roles about working with you? I Stay expansive, light and energetic. After discussing the questions in small groups and reporting back after each discussion, bring everyone back together. Then pass out the handout “Four Roles Relating to Change” and talk about it in the large group. Include questions like: what is the value of the different roles?
- Start at 10:23 2 Min – Mason Iterate lifelines How do you support users in a new environment?
- What do you measure in your organization to assess whether or not value has been added/ progress made?