Transcript www.iosh.co.uk

IOSH Humber Group – 2nd February 2010
Managing Change & Maintaining
Competency
Wayne Currie
Agenda
Managing Change
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Types of Change
Change Control Processes
Impact of change on people
Change Control Tools
Competence
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What is Competence
The Competency Journey
Competency Frameworks
Requirements for Competence
References
Managing Change
What is Change
Types of Change
• Organisational
• People
• Procedures
• Equipment/plant
Types of Change
• Planned
• Accidental
• Temporary
• Emergency
Change Control Processes
• Change must be effectively managed for many business critical
reasons, including H&S
• It is both a risk and an opportunity for HSE improvement
• Integrated (cross functional) change control processes are most
effective – including
• Resourcing
• Engineering
• Manufacturing / Operations
• HR
• Quality
• HSE
From HSE CHI7
Change Control Processes
• There is an acute recognition at the HSE that certain changes have
serious H&S Implications
• This includes the maintenance of competence (and capacity) during
change
Change Control Processes
• HID Inspectors toolkit – draft from 2005, focusing on Human
Factors, including Competence, during times of change
An individual’s success in transition is directly related to
how they feel about four factors: CUSP
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Control – Do they feel as if they have sufficient
influence over the situation?
Understanding – Do they understand in ways that
make sense to them what is happening and why?
Support – Do they have practical and emotional
support for what they must go through?
Purpose – Do they have a sense of personal purpose
to give meaning to their experience and actions?
Each of these is challenged by change but can be
restored by appropriate managerial action
Performance
Denial Retreat
Excitement
Integration
Doubt Fear Anger
Frustration
Rationalisation
Commitment
Negotiation
Immobilisation
and shock
The Transition Curve
Acceptance of
reality, letting go
Determine the major issue for focus
Current
What is
happening
now?
Desired
What outcomes
are you looking
for?
SMART
objectives
Gap
Analysis
List the
things that
need to
change
Identify and assess the key stakeholders – use the stakeholder analysis tool
in appendix
Sponsors
Who are the people
driving the change?
What are their
requirements?
Change Agents
Targets
Who are the people
that will make it
happen?
Who are the
recipients of this
change?
What are their roles?
What are their
attitudes?
What are their
roles?
What are their
attitudes?
What are their
attitudes?
What are their
beliefs?
What are their
beliefs?
What is their level of
influence?
What might they do
to promote or
prevent change?
Determine the degree of risk and the cost of the change
Culture
How responsive is
the culture as a
whole to change?
History
How has change
been handled in the
past?
What elements of
organisational culture
might impact the
change plan?
How might this affect
the current change
for better or worse?
How might this be
manifested?
What are the key
learning points from
the past?
Resistance
Where will the
resistance come from?
What form will it take?
What are the
acceptable or
unacceptable levels of
resistance?
What are the strategies
to deal with this?
Design the change systems
Communication
System
Learning System
Reward System
What are the key
messages to be
communicated?
What do people need to
learn in order to affect
this change?
WIIFM? Why should
people change?
What are the objectives
of each communication?
What key knowledge,
skills and attitudes are
necessary?
What are the
options for
recognition and
reward?
Which messages for
whom, when and how?
What are the
communication channels
available
What is the training plan
to support this?
When might they be
most effective?
Create a step by step plan using the
information you have gained from the above
steps of the process…..
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What
When
How
Where
Why
Who
Once the plan is place it is critical to set up process and accountability to ensure that the
change is sustained over time. This is accomplished by establishing the following:
Key Metrics
What are the
measures for
success?
How will they be
monitored?
Accountability
Who is responsible for
the successful
execution of each part
of the change plan?
When will they be
monitored?
Who is responsible for
measuring and
monitoring?
Who is responsible for
this?
How will things be
kept on track?
Vulnerabilities
What will happen if
there is slippage?
How will you know
what is being
neglected?
What are the process
for implementing
remedial plans?
Change Control Tools
Administration
Sub Sector Champions
Person 3
Person 2
Person 1
XXXX Intranet
Dep 2
UK Strategy Board
UK Board
Global Business Centre
Dept 1
W. Currie
Change Control Tools
XXXXX Industry Sector Initiative
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I - Information
Competence – What is Competence
What is Competence ?
Competence – What is Competence
There are both “general” and multiple “legal” definitions
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Dictionary – “the ability to do something well or effectively”
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Legal – Often “ sufficient education, training, experience or
knowledge and other qualities to….”
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HSE Definition – “Health and safety competence is the combination
of knowledge, skills and experience that ensures roles are fulfilled
and tasks completed with due regard to the hazards involved and
the risk control measures necessary” –
www.hse.gov.uk/comah/bpgrange/glossary.htm
Competence – What is Competence
Courts ultimately determine competence
In case law, Gibson v Skibs A/S Marina and Orkla Grobe A/B and Smith
Coggins Ltd 1966
Defines a competent person as: ‘One who is a practical and
reasonable man who knows what to look for and how to recognise it
when he sees it.’
www.iosh.co.uk/information_and_resources/.../idoc.ashx?...1
Mind the gap – an IOSH research workshop summary paper
Competence – Requirements for Competence
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There are numerous specific requirements for “competence” is H&S
regulations and guidance
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Page 31 of HSG65 (Second edition, published 1997) - Successful
health and safety management deals with Competence
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Managing Health and Safety - Five steps to success INDG275
covers Competence
The four stage competency journey
Unconscious Incompetence The individual neither understands nor knows how
to do something, nor recognizes the deficit, nor has a desire to address it.
Conscious Incompetence Though the individual does not understand or know
how to do something, he or she does recognize the deficit, without yet
addressing it.
Conscious Competence The individual understands or knows how to do
something. However, demonstrating the skill or knowledge requires a great deal
of consciousness or concentration.
Unconscious Competence The individual has had so much practice with a skill
that it becomes "second nature" and can be performed easily (often without
concentrating too deeply). He or she may or may not be able to teach it to others,
depending upon how and when it was learned.
Competency Frameworks
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Often the domain of the HR function and links Competency with
performance
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Defines Competency as - “the behaviours that employees must
have, or must acquire, to input into a situation in order to achieve
high levels of performance, that is a focus on the person”
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Many Organisations have Competency Frameworks – and they
cover most of their employees
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They help to define behaviours as well as outcomes
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Do you have a Competency Framework process and does it cover
H&S at all levels of the business
www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm?IsSrchRes=1
Competence – What is Competence
HSE’s Stress management competency indicator tool
How effective are you at preventing and reducing stress in your staff?
Use the following questionnaire to assess your behaviour
The ‘Stress management competency indicator tool’ in this document is
designed to allow you to assess whether the behaviours identified as
effective for preventing and reducing stress at work are part of your
management repertoire or not. The aim is to help you to reflect upon your
own behaviour and management style
http://www.hse.gov.uk/stress/mcit.htm
Competence – What is Competence
75% or below = Development Need: This is an area in which you would
benefit from some development. Please refer to back to the
questionnaire to explore which of the behaviours you could consider
using more often in the future in order to be more effective at
preventing and reducing stress in your team.
76% to 89% = Reasonable: You show a good awareness of the
behaviours needed for effectively preventing and reducing stress in
others. It may be helpful to refer back to the questionnaire to see if
there are any behaviours you could add to your repertoire in this area
to increase your effectiveness in managing stress in others.
90% and above = Effective: You demonstrate the behaviours that have
been shown to be effective in preventing and reducing stress in your
team
http://www.hse.gov.uk/stress/mcit.htm
Competence
Competency must be managed /
maintained during times of change - this
truly is difficult and there are many
opportunities to go wrong
See HSE CHIS7 Organisational Change and Major Accident
Hazards
Further references
A Practical Guide to Competencies - How to enhance individual and
organisational performance - 2nd Edition
Published: October 2003 -ISBN: 1843980126 - ISBN13: 9781843980124
http://www.hse.gov.uk/aboutus/furtherinfo/policy/outline.htm
Competency and Competency Frameworks - CIPD
http://www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm
?IsSrchRes=1