Transcript Managing Change for Enterprise Development

Managing Change for
Enterprise Development
RIAP Human Resource and
Change Management Policies for
Enterprise Development
Indonesia-APEC Effective
Governance for Enterprise
Development Program Course
Dr Shirley Randell AM
External Forces for Change
• Political
• Economic
• Sociological
• Technical
External forces for change
Economic
Political
ORGANISATION
Technological
Sociological
Internal pressures for change
• New management policy
• Introduction of new technology
• Members' attitudes and
behaviour
Internal pressures for change
Technology
Policy
ORGANISATION
Attitudes
Dealing with change
• Ignore change
• React to change
• Plan for change
Effects of change
• Physical
• Psychological
• Social
Psychological effects
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“How will this affect me?
“Am I too old to change?"
"Am I too young to do this?"
"Will I be able to cope with the
change?"
Social Effects
• Attitude to change in general - not just
work related
• Insecurity
• Trust
• Past experience of change
• Inertia - unwillingness to change or
move in any direction
Checklist for change
1.
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2.
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Objectives for the change
Are the objectives desirable?
Are the objectives achievable?
Are the objectives acceptable?
Proposed method for accomplishing
the change
How will the change be
implemented?
What other methods could be
used?
Checklist for change
3. Justification for the change
•
What are the benefits?
•
What are the costs?
4. Originator of the change
• What is the originator's reason for the
change?
• How much support does the originator
have from others for the change?
Checklist for change
5.
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Completion date for the change
Is there enough time to
prepare for the change
(lead time)?
Is there enough time to
pilot-test the change?
Checklist for change
6.
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Parts of the enterprise affected
Who will be affected by the
change?
•
Who will implement the
change?
•
Which parts of the enterprise
will be affected by the change?
• 7. Accountability for the change
•
Who will determine evaluation
criteria for the change?
•
Who will evaluate the effectiveness
of the change?
ELEMENT
OF CHANGE
M
o
d
i
f
y
Reject
System To Be Changed
Accommodate
Steps to manage change
• 1. Analyse and plan the change.
• 2. Communicate the change to those
involved.
• 3. Get acceptance of the required changes
in behaviour.
• 4. Maintain control during the change period.
• 5. Follow-up on all aspects of the change to
ensure continuing success
CORPORATE
PLAN
CORPORA
TE PLA
N
HRM System
Organisational
Organisation
NeedsAnalysi
Analysis
al
Needs
s
Human
Resource
HUMAN
Management
Plan
RESOURCE
MANAGEMENT
RESOURCE
PLAN
System
Human
Resource
Human
Supply
and
Demand
Inventory
&
Resource
Syste
Planning
m
HRIS
HRIS
Workplace
Manageme
Health
Succession
nt
nt and
Safety
Syste
Planning
m
m
Human Resource Development
System
Recruitment
&
Recruitment
Selection
System
Selection
&
System
Entry
Individual’s
Individual
Qualifications,
’s
and
Skills
Knowledg
Knowledge.
A
&ttitude
e
skills
and
s
attitudes
Induction
Inductio
System
Syste
n
m
Remuneration
and
Remuneration
Benefits
System
Benefits
&
Job Analysis for job
requirements
Career Planning
System
Career
Syste
Planning
m
Performance
Performanc
Evaluation
System
Evaluation
e
System
Skill Audit and
Training Needs Analysis
Goals & Objectives
of Development
Matched
Against Job
Description
Counseling
and &
Counselli
Disputation
System
Disputation
ng
System
Training & Development
System Design
Training & Development
System Implementation
Training & Development
Evaluation & Review
Exit System
Exit
System
Exit
Values underlying a customerfocused enterprise?
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Customer focus
Transparency of policies and processes
Accountability for actions
Confidentiality of customer information
Equity in all policies and processes
Ethical in outlook and work methods
Professionalism
Honesty
Empowerment
Organisational learning
Balanced Score Card (BSC)
A good way to understand the Balanced Score
Card is to imagine yourself as the captain of a
Jumbo jet. Imagine all the instruments, dials and
gauges on the panel in front of you. These
instruments tell you about the various parts of the
plane and how it is flying. Reliance on the altimeter
only would be foolish – you might know your
altitude, but you would not have any warning about
storms ahead. If you only looked at the radar, you
would not know when you were low on fuel.
The Balanced Score Card is like an instrument
panel for your enterprise.
Balanced Scorecard
Operations
(How are operational processes?)
·
Critical vehicle failure rate
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Employee turnover
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Ambulance downtime
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Equipment costs
Community and
Customer Service
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(How do customers see us?)
Market share
Customer satisfaction rates
Number of service contracts
Mutual aid relationships
Business Practices
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(How is our financial health?)
Profit (if applicable)
New business development
Costs vs revenues
Subsidies
Learning and Innovation
(How are we growing for the
future?)
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Training courses attended
·
Prevention activities
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Quality Improvement efforts
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Published research
Vision
Mission
Values
Objectives and Strategies
Unit and Individual Work Plans
Performance Measures
Competency Fields for Organisational Capability and Leadership for
Customer Service
People Management
Professional and Technical
Upgrading
Environmental Management
Change
Management
Information Technology
Management
Asset and Financial
Management
Communication
Capability
Planning and Monitoring
Capability
Cultural Capability
Technology Capability
Balanced Scorecard
Customer
Financial
Satisfaction Perspective
Internal
Business
Learning
and Growth
Customer Satisfaction
• This perspective captures the ability of the
organisation to provide quality goods and
services, effective delivery and overall customer
satisfaction. For the purposes of this model both
the recipient of the goods and services (the
internal customer) and the sponsor/overseer (e.g.
Ministry) are regarded as customers of the
business processes. In a governmental model the
principal driver of performance is different than in
the strictly commercial environment: namely,
customers and stakeholders take preeminence
over financial results. Recognising that budgets
are limiting factors, public organisations have a
greater stewardship responsibility and focus than
do private sector entities.
Financial Perspective
• In government the financial perspective differs
from that of the traditional private sector. Private
sector financial objectives generally represent
clear long-range targets for profit-seeking
organisations, operating in a purely commercial
environment. Financial considerations for public
organisations have an enabling or a constraining
role but will rarely be the primary objective for
business systems. Success for such
organisations should be measured by how
effectively and efficiently these organisations
meet the needs of their constituencies. In
government this perspective captures cost
efficiency, delivering maximum value to the
customer for each dollar spent
Internal Business
• This perspective provides data regarding the
internal business results against measures that
lead to financial success and satisfied
customers. To meet the organisational objectives
and customers expectations, enterprises must
identify the key business processes at which they
must excel. Key processes are monitored to
ensure that outcomes are satisfactory. Internal
business processes are the mechanisms through
which performance expectations are achieved.
Learning and Growth
• This perspective captures the ability of
employees, information systems and
organisational alignment to manage the business
and adapt to change. Processes will only succeed
if adequately skilled and motivated employees,
supplied with accurate and timely information,
are driving them. This perspective takes on
increased importance in organisations that are
undergoing radical change. In order to meet
changing requirements and customer
expectations, employees may be asked to take on
dramatically new responsibilities, and may
require skills, capabilities, technologies, and
organisational designs that were not available
before
BSC Monitors:
• Current performance (finances, customer
satisfaction, and business process results)
• Efforts to improve processes, motivate and
educate employees, and enhance information
systems – its ability to learn and improve.
• Offers a holistic view of the enterprise’s health. It
brings together on a single management report
many of the disparate elements of the
organisation’s competitive agenda.
• Allows managers to consider all the important
operational measures at the same time, letting
you see whether improvement in one area may
have been achieved at the expense of another.
Capabilities to manage change
•
Linkage from the corporate vision to
strategic objectives to key performance
measures
• Easy identification of "cause-and-effect"
relationships across operations
• Support for themes and initiative
management
Capabilities to manage change
  Creation and linkage of organisation
and personal scorecards
•
Support for individual assessments
of objectives (although it can be
complemented with data-driven
assessments)
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Integration of both quantitative
(ERP) and qualitative information
Capabilities to manage change
• Dynamic communication and
feedback
• Easy set-up and maintenance
• Enterprise -wide deployment
• Seamless integration with other
software systems
CURRENT STATE OF PLAY
Objectives
• To identify the ‘hot’ issues that are
affecting teams
• To clarify what we can influence and
what we can’t
• To clarify an agenda for later
problem solving
CURRENT STATE OF PLAY
In small groups ask people to discuss:
• What is the current state of play in their
teams, regarding change?
• What are the hot issues?
• What problems are they and their team
members experiencing?
• Ask them to discuss these and prepare a
list of these problems and “hot” issues.
(20 minutes)
CURRENT STATE OF PLAY
• After 20 minutes interrupt groups working
at tables and show them the overhead
with the two circles.
• Ask each group to draw two concentric
circles on a sheet of chart paper.
• Place the issues which they can control in
the inner circle and issues which are non
negotiable unknown or outside their area
of control in the outer circle. (15 minutes)
HOW WILL I BE AFFECTED
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What might I lose?
What are the potential risks for me?
What might I gain?
What might be opportunities for me?
LOOKING AFTER
OURSELVES
Objective
• To share ways of keeping ourselves
feeling resilient during the period of
transition.
LOOKING AFTER
OURSELVES
• Share ideas about how you take care
of yourselves during stressful times.
• Make a list of all these strategies so
that you can provide other people
with ideas