© Leadership4Change, LLC. 1 Facilitating Change as HR Professionals LCAHRM Breakfast February 12,...

© Leadership4Change, LLC.1

Facilitating Facilitating Change as HR Change as HR ProfessionalsProfessionals

LCAHRM BreakfastFebruary 12, 2008

Cindy Phillips, Ph.D.Cindy Phillips, [email protected]

717-572-6755Coaching & Consulting for

Successful Change


4 Key Takeaways4 Key Takeaways

1.1. Re-emphasize importance of being a Re-emphasize importance of being a “Business Partner” in change efforts“Business Partner” in change efforts

2.2. Greater insight into the Greater insight into the HowsHows & & WhysWhys Change initiatives failChange initiatives fail

3.3. Understanding of Kotter’s 8-Step Change Understanding of Kotter’s 8-Step Change FrameworkFramework

4.4. Opportunity to Assess a Current Change - Opportunity to Assess a Current Change - How are you doing? What else is needed?How are you doing? What else is needed?


Why does most Why does most ChangeChange go go wrong?wrong?


Common Change Common Change De-De-RailersRailers1.1. Poor planning Poor planning

a)a) Too busy…Don’t “plan” at allToo busy…Don’t “plan” at all

b)b) ““No big deal”…Underestimate the impactNo big deal”…Underestimate the impact

c)c) Oops…Unintended consequencesOops…Unintended consequences

d)d) Limited employee involvementLimited employee involvement

2.2. Insufficient communicationInsufficient communicationa)a) Why? When? How?Why? When? How?

3.3. Insufficient training or skill developmentInsufficient training or skill development

4.4. Lack of proper tools/equipmentLack of proper tools/equipment

5.5. Rewards systems not alignedRewards systems not aligneda)a) Rewarding “no change”Rewarding “no change”

b)b) No consequences for not getting on boardNo consequences for not getting on board


Roles of the HR ProfessionalRoles of the HR Professional

Change AgentChange Agent

Change FacilitatorChange Facilitator

Business PartnerBusiness Partner


Kotter’s 8 Steps to Kotter’s 8 Steps to TransformationTransformation

1. Establish a Sense of Urgency 1. Establish a Sense of Urgency

2. Form a Powerful Guiding Coalition 2. Form a Powerful Guiding Coalition

3. Create a Vision 3. Create a Vision

4. Communicate the Vision 4. Communicate the Vision

5. Empower Others to Act on the Vision 5. Empower Others to Act on the Vision

6. Plan for and Create Short-Term Wins 6. Plan for and Create Short-Term Wins

7. Consolidate Improvements & Produce More 7. Consolidate Improvements & Produce More

8. Institutionalize New Approaches 8. Institutionalize New Approaches John Kotter - Winning at Change

Establish a Sense of Urgency

Form a Powerful Guiding Coalition

Create aVision

Communicate the Vision

Anchor New Approaches

in the Company Culture

Consolidate Wins & Push for More

Plan & Create

Short-term Wins

Empower Others to Act




Create aVision





Plan & Create

Short-term Wins


Phase I - PreparationPhase I - Preparation


Assembling the Assembling the Guiding CoalitionGuiding Coalition

Consider members with:Consider members with:

Yield power and influence Yield power and influence Authority to make key decisions Authority to make key decisions Respect and credibility of massesRespect and credibility of masses Cross-functional experienceCross-functional experience Resources to support the effortResources to support the effort Recognition that people matterRecognition that people matter Change-related knowledge and expertiseChange-related knowledge and expertise Vested interest in the outcomesVested interest in the outcomes Potential to resist the effortPotential to resist the effort




Create aVision





Plan & Create

Short-term Wins


Phase II - DirectionPhase II - Direction


Create a VisionCreate a Vision

John Kotter suggests 6 characteristics:John Kotter suggests 6 characteristics:

1. Describes a desirable 1. Describes a desirable

2. Is compelling 2. Is compelling

3. Is realistic 3. Is realistic

4. Is focused 4. Is focused

5. Is flexible 5. Is flexible

6. Is easy to communicate6. Is easy to communicate


Communicate the VisionCommunicate the Vision

What Employees Want To Know:What Employees Want To Know:

1. 1. How is this relevant to what I do?How is this relevant to what I do?

2. What specifically, should I do?2. What specifically, should I do?

3. How will I be measured? What are the3. How will I be measured? What are the consequences or rewards? consequences or rewards?

4. What tools and support are available?4. What tools and support are available?

5. What’s in it for me? For us?5. What’s in it for me? For us?


• Which employeesneed to be contacted?

Who should be contacted

first?

Environment

• What activities need to be

conducted to communicate effectively?

Activities

• How often do theseactivitiesneed to beconducted?

Frequency

• When should the activity be

conducted?

Timing

• What channels

should be used to

communicate the

information?

Channel

• Who is responsible

for communication?

Ownership

Sample: Communication PlanSample: Communication Plan




Create aVision





Plan & Create

Short-term Wins


Phase III - InvolvementPhase III - Involvement


Handling ResistanceHandling Resistance

• InternalInternal (I won’t) resistance (I won’t) resistance - change at a personal level- change at a personal level. .

• ExternalExternal (I can’t) resistance (I can’t) resistance - more structural, and tends - more structural, and tends to impact all employees.to impact all employees.




Create aVision





Plan & Create

Short-term Wins


Phase IV – Build Phase IV – Build MomentumMomentum


Measuring ProgressMeasuring Progress

• Forces us to identify what we Forces us to identify what we are trying to change or fixare trying to change or fix

• Keeps momentum goingKeeps momentum going

• Maintains management’s attentionMaintains management’s attention

• Platform for recognition effortsPlatform for recognition efforts




Create aVision





Plan & Create

Short-term Wins


Phase V – IntegrationPhase V – Integration


Evaluate SystemsEvaluate Systems

• Organizational StructureOrganizational Structure

• Decision Making/AuthoritiesDecision Making/Authorities

• Operational ProcessesOperational Processes

• Policies and GuidelinesPolicies and Guidelines

• Key Goals & Measurements Key Goals & Measurements

• Knowledge Sharing SystemsKnowledge Sharing Systems

• Work Environment (Safety, Work Environment (Safety, Cleanliness, Fun)Cleanliness, Fun)

• Ceremonies and EventsCeremonies and Events

• Leadership StyleLeadership Style• Strategic PlanningStrategic Planning• Rewards & RecognitionRewards & Recognition• CommunicationsCommunications• Training & DevelopmentTraining & Development• Performance FeedbackPerformance Feedback• Hiring/ Job SelectionHiring/ Job Selection• Promotion/ Succession Promotion/ Succession

PlanningPlanning• Risk-Taking/InnovationRisk-Taking/Innovation

Organizational Systems or ProcessesOrganizational Systems or Processes


Tables DiscussionTables Discussion

Date post:	13-Jan-2016
Category:	Documents
Upload:	job-conrad-andrews
View:	214 times
Download:	0 times

© Leadership4Change, LLC. 1 Facilitating Change as HR Professionals LCAHRM Breakfast February 12,...

Documents