AN HR DEPT. OF ONE:
BUILDING THE PLANE
WHILE YOU ARE FLYING IT
Paul Dickin & Kate McInnis
Cope & Associates, Inc.
SHRM
Vermont
Conference
09/10/2015
1
Agenda:
1.
2.
3.
4.
5.
6.
Introductions
Overview of Change Process
HR as it Relates to Change
One Story of Change
Where to Start, Is there a Map?
Questions & Responses
SHRM
VERMONT
CONFERENCE
09/10/2015
2
1. INTRODUCTIONS
Presenters:
Rebecca Bowen
And You Are?
(CVHHH)
Paul Dickin
(Cope & Associates)
Kate McInnis
(Cope & Associates )
3
2. OVERVIEW OF
THE CHANGE
PROCESS
SHRM
Vermont
Conference
09/10/2015
THE SCENARIO:
DOES THIS RESONATE?
The CEO is talking “Culture Change”
The CEO is not talking “Culture Change”
HR processes are old/incomplete/…
“missing”
Old habits and community culture are
rampant
The “HR Team” is just me!
5
REGARDLESS
OF THE IMPETUS…
…We are
talking about
change
management
6
“CULTURE CHANGE” HAS TO:
 Define what you are going to STOP, what
you are going to START, and what you are
going to CONTINUE doing;
 Have a clearly articulated vision;
 Be about behaviors, not words;
 Be managed over an extended time period.
7
KEY PRINCIPLE
Accountability Loop
Source: Adapted from: Accountability Revolution, Mark Samuel 2000
8
EFFECTS OF ORGANIZATIONAL CHANGE
MANAGING CHANGE & TRANSITION
Endings
Transitions
Beginnings
Productivity
GAP
Effort
Change
9
INTEGRATION OF PROJECT MANAGEMENT
AND CHANGE MANAGEMENT
Project management
Current
state
Transition
state
Future
state
Change management
Solution is designed, developed
and delivered effectively
(Technical side)
+
Solution is embraced, adopted and
utilized effectively
(People side)
= Success
Project management and change management have a joint
value proposition oriented toward business results.
PROSCI
®
IMAGE LIBRARY
SOME RELEVANT DATA
TO INFORM US
Correlation of change management effectiveness
to meeting project objectives
100%
Percent of respondents that met
or exceeded project objectives
90%
95%
80%
80%
70%
60%
50%
49%
40%
30%
20%
10%
17%
0%
Poor
(n=177)
Fair
(n=441)
Good
(n=561)
Excellent
(n=107)
Overall effectiveness of change management program
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
SOME (MORE) RELEVANT DATA
TO INFORM US
The number one obstacle to success
for major change projects is employee
resistance and the ineffective
management of the people side of
change.
Data from 327 companies undergoing major change projects;
Prosci Best Practices in Business Process Reengineering benchmarking study.
Copyright Prosci 2009
RESISTANCE TO CHANGE
 Why do people resist change?
 How do people resist change?
13
CHANGE MANAGEMENT TRINITY
(CAJUN PARALLEL)
Click to edit style
®
Prosci PCTTM Model
(EVEN MORE) RELEVANT DATA
TO INFORM US
Correlation of sponsor effectiveness to
meeting project objectives
90%
85%
Percent of respondents that met
or exceeded project objectives
80%
73%
70%
60%
50%
40%
30%
36%
40%
20%
10%
0%
Sponsor was very
ineffective (average
score < 2)
Sponsor was
Sponsor was effective Sponsor was very
ineffective (average
(average score
effective (average
score between 2 and
between 3 and 4)
score between 4 and
3)
5)
Sponsor effective rating average
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
PHASE 1
Denial
PHASE 4
Commitment
SHRM
Vermont
Conference
09/10/2015
PHASE 2
Resistance
PHASE 3
Exploration
16
Prosci
Model
THIS
ISADKAR
IMPORTANT!
®
Click to edit style
®
THIS IS JUST AS IMPORTANT!
® Change Management Maturity Model ™
Prosci
Prosci
Change Management Maturity Model TM
Level 5
Organizational
Competency
Click to edit style
Change management competency is evident
in all levels of the organization and is part of
the organization’s intellectual property and
competitive edge
Continuous
process
improvement in
place
Level 4
Organizational
Standards
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Selection of
common approach
Level 3
Multiple
Projects
Comprehensive approach for managing
change is being applied in multiple projects
Examples of best
practices evident
Level 2
Isolated
Projects
Some elements of change management are
being applied in isolated projects
Many different
tactics used
inconsistently
Level 1
Adhoc or
Absent
Little or no change management applied
People-dependent
without any formal
practices or plans
PROSCI
Highest
profitability and
responsiveness
Highest rate of
project failure,
turnover and
productivity loss
®
IMAGE LIBRARY
KEY ROLES IN CHANGE
MANAGEMENT: WHERE IS HR?
Enabling
Employee-facing
Executives and
senior managers
Middle managers
and supervisors
Executives and
senior leaders –
fulfilling the role of
sponsors of change
Middle managers and
supervisors – fulfilling
the role of coach for
their direct reports
Change
management
resource/team
Project
team
Project
support
functions
Change management
resource or team –
applying a structured
approach and enabling
others
Project team –
integrating the “people
side” of change
Support functions –
providing expertise
®
PROSCI
IMAGE LIBRARY
3. HR AS IT RELATES
TO CHANGE
SHRM
Vermont
Conference
09/10/2015
ESSENTIAL HR ELEMENTS IN ANY
CHANGE PROCESS
COMPETENCIES, TALENT
DEVELOPMENT & SOURCES OF TRUTH
Don’t Fool Yourself, “Culture Change” is all
about behavior change and individual
accountability, supported by:
 Systems
 Processes
 Modeling
 Language
 Consequences
22
COMPETENCY DEFINITION
The capability to apply a set of related
knowledge, skills, and abilities to successfully
perform functions or tasks in a particular job, job
group, and/or work setting, etc.
23
COMPETENCY MODEL DEFINITION
 A collection of
competencies that
together define
successful performance in
a particular job, job
group, and/or work
setting, etc.
Occupational
Industry Related
Foundational
24
COMPETENCY MODEL USED FOR
SUPERVISOR DEVELOPMENT
25
RESEARCH
26
SUPERVISOR COMPETENCIES
Leading the Organization
Leading Others
Leading by Personal
Example
27
CVHHH COMPETENCY MODEL
28
“SOURCES OF TRUTH”:
ORAL – WRITTEN EVOLUTION IS TRULY A
CULTURE CHANGE
Oral Culture
X
X
X
X
X
X
Art of Negotiation
Inconsistency
Individuality
Dependency
Tribal Knowledge
Legend & Folklore
Written Culture
 Regulation
 Consistency
 Accountability
 Initiative
 Documented Standards
 Systemic & Dependable
29
“SOURCES OF TRUTH”
Mission & Values Statements
Employee Handbook
Code of Conduct
Job Description
Performance Management System
Talent Development System
30
4. ONE STORY OF
CHANGE
SHRM
Vermont
Conference
09/10/2015
CONTEXT
CVHHH has 213 employees, the third largest
Home Health agency in Vermont
HR department of 2.2 FTEs
New HR Director replacing 21-year retiree
Agency Strategic Plan activated
HR Strategic Plan developed but not
activated
32
WHERE TO START?
I. Top three organization pressure
points identified by CEO:
 High cost of Workers Compensation,
 Haphazard recruitment protocols, &
 Lack of HR involvement in Agency
operations
33
HOW TO START?
II. Link the three problems
together, addressing all three by
improving Human Resources
accountability and
consistency
34
STEP ONE
Employee safety is linked to employee
retention and satisfaction - which is linked to
workers compensation premiums.
1. Activate Employee Safety Committee
2. Implement post-offer/pre-employment
physical examinations for new hires
3. Improve Employee Incident Reporting
4. Continuous safety alerts for all employees
35
STEP TWO
Employee HR management is linked to
recruitment and retention by
1. Updating application and screening
procedures, increasing involvement of
supervisors,
2. Update employee handbook and HR
policy manual to improve consistency
36
STEP THREE
Changing Human Resources attitude to a “cando” department that is always thinking 30, 90,
360 days ahead
1. Developing first protocols for employee
discipline
2. Developing employee satisfaction survey
3. Management training on supervisor
competencies (most difficult lift, but will
have the most impact)
37
9 MONTHS MEASURABLE
RESULTS
 Days lost from work down to 39 year-todate compared to 118 lost days from work
this same period last year
 Monthly Wellness program inservices that
are moving us into the direction of culture
changes.
 Requiring HR integration and reporting
into all staff and middle-management
meetings
38
5. WHERE TO START
WHERE’S MY MAP?
SHRM
Vermont
Conference
09/10/2015
WHERE DO I START?
Organizational Clock Model
Systems/
Infrastructure
Organizational
Structures
Business
Processes
Process
Systemic
Elements
Performance
Management
Leadership
People
Leadership Alignment
Mission
& Vision
Goals &
Objectives
Enterprise Risk Management
Foundation
Elements
Strategies
&Tactics
Communications
Enabling
Elements
Stakeholder Engagement
Human
Capital
People
Process
Strategy
Strategy
Values &
Operating Principles
©Cope & Associates, Inc. 2007
40
WHERE DO YOU START?
 Take a moment to think about all you’ve
heard, and what resonated with you;
 Think about your organization pressure
points and how they fit with strategic
priorities;
 Write down 1-3 initiatives and what value
they would add if improved;
 Be willing to share with the group.
41
SCOPE OF
SERVICES
August
25, 2015
Paul Dickin,
Cope &
Associates
42
NETWORKING MAP
 This is a very simple
way of graphically
representing a way of
being intentional
about building and
maintaining a change
management network
43
NETWORKING MAP
 Use the handout to fill in who you think
are your allies in this process;
 Who are your assets, your weakest links?;
 What are you missing?;
 Identify potential resources;
 Prepare a proposal to engage your highestlevel sponsorship and a budget to support
your needs.
44
CHANGE MANAGEMENT
SPONSORSHIP MODELS
Simple Sponsorship Model
Complex Sponsorship Model
PROSCI
®
IMAGE LIBRARY
45
6. Q & R:
QUESTIONS &
RESPONSES
SHRM
Vermont
Conference
09/10/2015
THANK YOU
Kate McInnis
Paul Dickin
kate@consultcope.com
pdickin@consultcope.com
47
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•
•
•
•
•
•
•
•
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P r i tc hett, P r i c e . Af ter t h e M e r g e r: M a n a g i n g t h e S h o c k wa v es . D a l l as: P r i tc hett &
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