Half day open interactive workshop in Toronto on change management.

1. Times they are a-Changin’ by Toronto Training and HR June 2011

2. 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 Six principles of change 9-10 Indicators of weak change management 11-12 Communicating change 13-15 Change to improve 16-21 Dealing with demographic change 22-23 Five stages of grief 24-25 Change process to transform an organization 26-27 Creating a supportive learning culture 28-30 Why change fails 31-34 Making change work 35-37 Embedding change during restructuring 38-40 The change equation 41-53 Embracing change 54-57 Case studies 58-59 Conclusion and questions Contents Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition What is CHANGE MANAGEMENT?

9. Page 7 Six principles of change

10. Page 8 Six principles of change 1. Communicate so people get it and spread it 2. Harness your most valuable players 3. Accelerate change through communities that perform 4. Notice the territory of change 5. Generate dramatic surges in progress 6. Expect trouble and break through logjams

11. Page 9 Indicators of weak change management

12. Page 10 Indicators of weak change management Unplanned outages/unreliable systems Long recovery times High percentage of support time spent on unplanned work High support costs “That problem was fixed but now it’s back!” “Cowboy” mentality

13. Page 11 Communicating change

14. Page 12 Communicating change Clarify communication roles and expectations Ensure that leaders truly understand the change Give leaders a chance to internalize the change Use this opportunity to teach leaders how people experience change Provide leaders with easy-to-use communication tools Help leaders answer questions Use clear language

15. Page 13 Change to improve

16. Page 14 Change to improve 1 of 2 Change starts with management Focus and commitment An agenda Monitor progress The way of doing business

17. Page 15 Change to improve 2 of 2 QUESTIONS TO ASK Why am I doing this activity? Are the tasks and responsibilities properly matched with the department and individual? Is there a faster(or more efficient or better) way to do things? Are we doing tasks in the right order?

18. Page 16 Dealing with demographic change

19. Page 17 Dealing with demographic change 1 of 5 WHY A LABOUR FORCE SHORTAGE Birth Rates Declining Throughout the World Canada’s Birth rate is below replacement levels “Revolution in Fertility” Population is aging Many countries have inverted population pyramid Age at which people are taking retirement has fallen People are staying in school longer (or returning) Increasing skill-intensity of employment Greater international competition for labour

20. Page 18 Dealing with demographic change 2 of 5 SKILLS SHORTAGE With the emergence of the knowledge economy the proportion of the workforce requiring some form of education or training post high school will increase Dramatically US Department of Education shows that 60% of all new jobs in the 21st century will require skills that are possessed by only 20% of the current workforce Canadian data estimates that by 2031 Canada will need 77% of our workforce to have post secondary credentials (significantly higher than the 60% we now enjoy)

21. Page 19 Dealing with demographic change 3 of 5 GENERATIONAL DIFFERENCES The veterans Baby boomers Generation X Generation Y

22. Page 20 Dealing with demographic change 4 of 5 SKILLS MISMATCH We face a future with: Large numbers of unskilled workers looking for jobs that require skills they do not possess, and a large number of jobs that will go unfilled Retirements will be highest in occupations requiring skills But production of graduates from post secondary institutions is starting to shrink

23. Page 21 Dealing with demographic change 5 of 5 IMPACT ON EMPLOYERS Means that sound management of our human capital will become a critical success factor Organizations have to develop competencies in following areas: Recruitment, retention, succession planning, work-life balance, career development, knowledge transfer and change management

24. Page 22 Five stages of grief

25. Page 23 Five stages of grief

26. Page 24 Change process to transform an organization

27. Page 25 Change process to transform an organization Create a sense of urgency Create a strong change coalition Create a vision Communicate the vision Empower others to act on the vision Systematically plan and create short term wins Consolidate improvements and produce more change Anchor the changes in the organizational culture

28. Page 26 Creating a supportive learning environment

29. Page 27 Creating a supportive learning environment Explain why employees need to learn the information Link sustainability information to concepts they already know within the company Offer just-in-time training to deflect information Overload Base training on stakeholders needs Provide specific opportunities to allow employees to apply what they have learned

30. Page 28 Why change fails

31. Page 29 Why change fails 1 of 2 LEADERSHIP Failure to create shared vision and sense of urgency Failure to create a coalition for change Failure to communicate and role model Failure to remove barriers Failure to achieve early wins and results Claiming success before change has been embedded into the organization as a core function

32. Page 30 Why change fails 2 of 2 EMPLOYEE Resistance Fear Ambivalence Lack of understanding Impact distractions Competence issues

33. Page 31 Making change work

34. Page 32 Making change work 1 of 3 Inclusiveness Understand the impact of change Communicate Resources Measurement and outcomes

35. Page 33 Making change work 2 of 3 Leadership and governance Stakeholder engagement Communication planning and delivery Workflow analysis and redesign Training and education

36. Page 34 Making change work 3 of 3 SWOT ANALYSIS Strengthsare positive characteristics that an organization can take advantage of to achieve its strategic goals Weaknessesare internal characteristics that may restrain or restrict the organization’s performance Opportunitiesare characteristics of the external environment that have the potential to help the organization achieve its strategic goals Threatsare characteristics of the external environment that may prevent the organization from achieving its strategic goals

37. Page 35 Embedding change during restructuring

38. Page 36 Embedding change during restructuring 1 of 2 Set clear people, as well as business, objectives Engage unions from the outset Help employees embrace change Listen to employees Support managers Support those who leave

39. Page 37 Embedding change during restructuring 2 of 2 Set measurable people objectives from the outset Invite union representatives to help create the solution Help employees redefine their value in terms of their skills Give employees an opportunity to vent their frustrations Don’t assume managers will be effective without support Help employees who want to leave to move on

40. Page 38 The change equation

41. Page 39 The change equation 1 of 2 The theory is that change takes place only when: The desire for change, the vision of the change, and the knowledge of the change process is greater than the value of leaving things as they are.

42. Page 40 The change equation 2 of 2 Dissatisfaction + vision + change process = the cost of change

43. Page 41 Embracing change

44. Deny Commit Resist/React Explore Page 42

45. Embracing change 3 of 13 DENY/IGNORE How good things were here in the past They don’t really mean it It can’t happen here Numbness Everything-as-usual attitude Minimizing Refusing to hear new information Page 43

46. Deny

47. Deny Commit Resist/React Explore Page 45

48. Embracing change 6 of 13 RESIST/REACT Anger Loss and hurt Stubbornness Blaming others Complaining Getting Sick Doubting your ability Page 46

49. Resist

50. Deny Commit Resist/React Explore Page 48

51. Embracing change 9 of 13 ANTICIPATE/EXPLORE What’s going to happen to me? Seeing possibilities Chaos Indecisiveness Unfocused work Energy Clarifying goals Seeing resources Exploring alternatives Learning new skills Page 49

52. Explore

53. Deny Commit Resist/React Explore Page 51

54. Embracing change 12 of 13 COMMIT Where I am headed? Focus Teamwork Vision Cooperation Balance Page 52

55. Commit

56. Page 54 Case study A

57. Page 55 Case study A

58. Page 56 Case study B

59. Page 57 Case study B

60. Page 58 Conclusion & Questions

61. Page 59 Conclusion Summary Questions