Workshops-Bill Wilder-Is HR a Change Catalyst, or a Constraint?

• 1.1 800-556-9589 [email protected] Is HR a change catalyst or constraint? Tuesday May 20, 2014 2:10 - 3:10pm Raleigh, NC

2. 2 800-556-9589 [email protected] Tim Robinson Companies Say No to Having an HR Department By Lauren Weber and Rachel Feintzeig WSJ 04/09/2014 3. 3 800-556-9589 [email protected] Companies Say No to Having an HR Department Executives say the traditional HR departmentwhich claims dominion over everything from hiring and firing to maintaining workplace diversitystifles innovation and bogs down businesses with inefficient policies and processes. Companies Say No to Having an HR Department By Lauren Weber and Rachel Feintzeig WSJ 04/09/2014 4. 4 800-556-9589 [email protected] Is HR a change catalyst or constraint? 5. 5 800-556-9589 [email protected] Rate of Change is increasing 6. 6 800-556-9589 [email protected] Source: Prosci Change Management Best Practices Research 2012 #1 obstacle to change success 7. 7 800-556-9589 [email protected] Failure to manage the people side of change #1 obstacle to change success Prosci 2013. From Best Practices in Change Management. 8. 8 800-556-9589 [email protected] Change in the Age of Bronze 9. 9 800-556-9589 [email protected] Bronze Change Video 10. 10 800-556-9589 [email protected] Change in the Age of Bronze What was the focus of the organizational message? What were the concerns of the individuals? Were these aligned? 11. 11 800-556-9589 [email protected] New results require new behaviors Principle: We dont control the outcomes, only the process Objective Critical Behavior Follow the checklist Retrain Chippers to be SmeltersReplace stone tools with bronze tools Increased sales Improved Teamwork Reduce airline accidents Follow a structured sales pipeline management process Active listening and focus on the critical issue 12. 12 800-556-9589 [email protected] What is Change Management? The application of a structured process and set of tools for leading the people side of change to achieve a desired outcome. 13. 13 800-556-9589 [email protected] Ashland Inc. Case Study Discuss with a group of 4 or 5 and create a list of: 1. Success Factors 2. Artifacts 3. Activities 4. Leadership Competencies 14. 14 800-556-9589 [email protected] Success Factors Active and visible executive sponsorship Structured change management approach Dedicated change management resources and funding Frequent and open communication about the change the need for change Employee engagement and participation Engagement and integration with project management Engagement with and support from middle management 15. 15 800-556-9589 [email protected] Artifacts Change Management integrated with project management Change Management Plans Communication Plan Sponsorship Roadmap Training Plan Coaching Plan Resistance Management Plan Structured Change Management process Formal Stakeholder Assessment Change Portfolio Management (Change Saturation) 16. 16 800-556-9589 [email protected] Activities Project Team Managers Employees Start-Up Select and prepare the team Create sponsorship model Create awareness Design Execute work plans Involve sponsors Engage employees Implementation Transfer ownership Coach sponsors Train employees 17. 17 800-556-9589 [email protected] Leadership Competencies Active and visible participation throughout the change Building coalition of sponsors Communicating directly with the employees on the need for change 18. 18 800-556-9589 [email protected] Top Findings from Research From Proscis 2014 Best Practices in Change Management Benchmarking Report Success Factors 1. Active and Visible Executive Sponsorship 2. Structured CM Approach 3. Dedicate CM resources and funding Artifacts 1. CM Strategy for all changes 2. Stakeholder assessment 3. Formal communication plan Activities: 1. Communicate early and often 2. Change readiness analysis and assessment 3. Engage sponsors and managers as change leaders Leadership Competencies 1. Active and Visible Support Throughout the Change 2. Build a Coalition of Peers and Managers 3. Communicate Directly with Employees on Need for Change. 19. 19 800-556-9589 [email protected] Organizational Change Competencies 1) Applied a structured change management process 2) Had sufficient resources on the team to implement change management 3) Change management activities scaled to fit the change 4) Change management team trained and experienced 5) Change management integrated into project plans 6) Business leaders effective change sponsors 7) Implemented an effective communication plan 8) Managers and supervisors effectively engaged as change agents 9) Sufficient training to employees on new process, systems and job roles 10) Senior leaders, mid-level managers and supervisors managed resistance. 11) Measured compliance with the change 12) Reinforced the change with employees 20. 20 800-556-9589 [email protected] Community of Practice 21. 21 800-556-9589 [email protected] CoP Definition Communities of Practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. 22. 22 800-556-9589 [email protected] The Fifth Discipline The Arts and Practice of the Learning Organization 1. Personal Mastery 2. Mental Models 3. Shared Vision 4. Team Learning 5. Systems Thinking 23. 23 800-556-9589 [email protected] Learning, Leadership and Change Learning is Change Change is Learning 24. 24 800-556-9589 [email protected] The Fifth Discipline Peter Senge Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together...and learning teams need ways to practice together so they can build their collective learning skills. 25. 25 800-556-9589 [email protected] Work Teams vs. CoPs 26. 26 800-556-9589 [email protected] Work Teams 27. 27 800-556-9589 [email protected] Community of Practice 28. 28 800-556-9589 [email protected] Work Teams vs. CoPs Work Teams CoPs Formal Team Lead Leadership Facilitator Formal/Assigned Structure Informal/ Voluntary Expertise Participants Passion Milestones/ Deliverables Outcomes Team Learning 29. 29 800-556-9589 [email protected] Facilitator The Process Manager Design and plan the group process, and select the tools that best help the group progress towards that outcome. Guide and control the group process to ensure that: There is effective participation. Participants achieve a mutual understanding. Their contributions are considered and included in the ideas, solutions or decisions that emerge. Participants take shared responsibility for the outcome. Ensure that outcomes, actions and questions are properly recorded and actioned, and appropriately dealt with afterwards. 30. 30 800-556-9589 [email protected] What do you need to start a CoP? Facilitator Interest/Passion 31. 31 800-556-9589 [email protected] CoP Challenges/Obstacles/Barriers In your discussion groups, identify some challenges/obstacles/barriers to establishing a dynamic Community of Practice in your organization. 32. 32 800-556-9589 [email protected] CoP Challenges/Obstacles/Barriers Challenge Countermeasure 33. 33 800-556-9589 [email protected] Establishing a Community of Practice 34. 34 800-556-9589 [email protected] 10 Traits of Successful CoPs The following is a short diagnostic that can be used to evaluate the design and implementation of communities of practice. The questions are based on 10 traits of successful CoPs that APQC has found to be the most important. APQC (American Productivity & Quality Center) is a member-based nonprofit and one of the worlds leading proponents of business benchmarking, best practices, and knowledge management research. 35. 35 800-556-9589 [email protected] 1 - Clear business value proposition Trait No. 1 A successful CoP has a compelling, clear business value proposition for all involved. Related Questions What value does belonging to and participating in the CoP have for an individual? What value does it bring my department if one of my staff takes time to participate? 36. 36 800-556-9589 [email protected] 2 - Skilled facilitator Trait No. 2 A successful CoP has a dedicated, skilled facilitator or leader. Related Questions Does the CoP leader have the skills to facilitate an organic, outside-the-lines responsibility group? Does the CoP leader have a vision for moving the CoP forward? 37. 37 800-556-9589 [email protected] 3 - Knowledge map Trait No. 3 A successful CoP has a coherent, comprehensive knowledge map for its core content. Related Questions Does the group call on frequently used content, topics, or knowledge that should be pulled into one shared space? Do all members of the community understand who the sources and recipients of knowledge are within the community? 38. 38 800-556-9589 [email protected] 4 - Knowledge sharing process Trait No. 4 A successful CoP has an outlined, easy-to-follow knowledge sharing process. Related Questions Do people know how, what, and when to share? Are community members able to access and reuse knowledge from others or a shared space easily? 39. 39 800-556-9589 [email protected] 5 - Technology Trait No. 5 A successful CoP has an appropriate technology vehicle to facilitate knowledge exchange, knowledge retrieval, and collaboration. Related Questions Does the technology include a repository of community content and/or knowledge? Is the technology supported by the organization's IT group? Does the technology meet the needs of the user group--in other words, did they have input into the look, feel, and content? 40. 40 800-556-9589 [email protected] 6 Communication and training plans Trait No. 6 A successful CoP has communication and training plans for members and others outside the community. Related Questions Do existing community members (and prospective members) understand why they should participate? Are they aware of "success stories" and the mechanics of the CoP? Is there a self-service training module or short program that shows individuals how to share and find knowledge? 41. 41 800-556-9589 [email protected] 7 Member roster Trait No. 7 A successful CoP has an updated, dynamic roster of CoP members. Related Questions Are CoP members able to access others who share their interests quickly and easily? Do members have tools that assist with rapid, one-to-many communication? 42. 42 800-556-9589 [email protected] 8 Business results metrics Trait No. 8 A successful CoP has several key metrics of success to show business results. Related Questions Does the CoP have a documented measurement system to demonstrate how it is meeting its business value proposition? Is there a plan for collecting, reviewing, sharing, and validating metrics? 43. 43 800-556-9589 [email protected] 9 - Recognition Trait No. 9 A successful CoP has a recognition plan for participants. Related Questions Do participants understand "what's in it for them?" Is the recognition scheme built into the HR process and part of the development or evaluation process? 44. 44 800-556-9589 [email protected] 10 Hot topics agenda Trait No. 10 A successful CoP has an agenda of critical topics to cover during the first three to six months of its existence. Related Questions Do community leaders and members have "hot problems" to solve early in the life cycle? Are there sufficient face-to-face or voice-to-voice meetings for members within six months of launch? Are there enough actions and activities to familiarize the group with working together to solve problems? 45. 45 800-556-9589 [email protected] Copy of slides? [email protected] 46. 46 800-556-9589 [email protected] Is HR a change catalyst or constraint? Tuesday May 20, 2014 2:10 - 3:10pm Raleigh, NC