DEFINE YOUR STRATEGY
|
|
|
- Simon Skinner
- 8 years ago
- Views:
Transcription
1
2 CHANGE MANAGEMENT List the steps for preparing a change strategy Describe the WIFM the individual motivators Relate the five dimensions of the ADKAR model Develop a change management/communications plan Evaluate options and adapting a change direction Utilize methods for leading change status meetings Use strategies for aligning people with the change Describe the importance of resiliency during change
3 DEFINE YOUR STRATEGY A simple way to gather data for the strategy is to set up interviews and ask questions regarding the different aspects of the change.
4 BUILDING THE TEAM Members should display a high degree of skill in six key elements: o Commitment o Contribution o Communication o Cooperation o Conflict management o Connection
5 IDENTIFYING THE WIFM Factors that influence WIFM [What s In It For Me?] are: o The nature of the change o The organizational context for the change o An employee s personal situation o What motivates the person as an individual
6 BUILDING SUPPORT Effective communications are essential for building support throughout the organization. Support Group/Personal: o Executive sponsorship o Coaching by managers and supervisors o Ready access to business information
7 CHANGE ON THE INDIVIDUAL LEVEL The acronym ADKAR represents five elements: o Awareness o Desire o Knowledge o Ability o Reinforcement
8 AWARENESS In order to embrace a change, these key awareness components must be addressed: What is the nature of the change, and how does the change align with the vision for the organization? Why is the change is being made, and what are the risks of not changing? How will the change impact our organization or community? What s in it for me?
9 DESIRE Desire represents the motivation to support and participate in the change. Desire implies personal choice. It is influenced by the nature of the change, the person s unique situation with respect to the change, and intrinsic motivators that are unique to the person.
10 REINFORCEMENT Reinforcement is any event that strengthens and builds longevity for the change for an individual or an organization. This can include recognition, rewards, or celebrations of many types.
11 DEVELOPING A CHANGE MANAGEMENT PLAN Specifies the management of all major change management activities Communicates the resource needs, milestones and timelines to leadership and other stakeholders Helps to hold other contributors accountable for their role in managing the change
12 ROADMAP FOR USING CMP 1. Begin with a template, typically created in word processing or spreadsheet software 2. Add steps and stages for the how sections 3. Enter activities based on the outcomes of tools or tasks 4. Identify major milestones (GoLive dates, sign-off documents, kickoffs, etc.), making sure any needed work is timed to support the milestone timeline 5. Share the plan with team members and agree on a process for tracking progress and updating the plan 6. Conduct regular change management team meetings to assess progress and modify the plan appropriately.
13 DEVELOPING A COMMUNICATION PLAN
14 IMPLEMENTING THE PLANS ROLLOUT MEETINGS FEEDBACK FORMS FREQUENTLY ASKED QUESTIONS SHEETS
15 GAINING SUPPORT
16 GATHERING DATA Identify pros and cons of an option prior to making a decision Explore what is going right -- and what is going wrong Analyze any two opposing positions
17 ADDRESSING CONCERNS AND ISSUES Engaging employees, providing forums for people to express their questions and concerns Equipping managers & supervisors to be effective change leaders and managers of resistance Orchestrating opportunities for advocates of the change to contact those not yet on board Aligning incentive and performance management systems to support the change
18 EVALUATING AND ADAPTING Change is not exempt from Murphy s law And even if something isn t going wrong, change management team members must constantly be observing, listening, and evaluating the progress and process during a change
19 LEADING STATUS MEETINGS The LEAD model provides a simple methodology for facilitating a participative meeting: o LEAD WITH OBJECTIVES o EMPOWER TO PARTICIPATE o AIM FOR CONSENSUS o DIRECT THE PROCESS
20 CELEBRATING SUCCESSES ONE ON ONE CONVERSATIONS PUBLIC RECOGNITION GROUP CELEBRATIONS
21 USING APPRECIATIVE INQUIRY Appreciate has two meanings: to look for the best in something, and to increase something in value. Inquiry means to seek understanding using a process based on provocative questions.
22 FOUR STAGES The four stages in the Appreciative Inquiry model are known as the 4-D cycle. They are: o DISCOVERY o DREAM o DESIGN o DESTINY
23 PURPOSE OF APPRECIATIVE INQUIRY It allows the performance of people from across the whole system to participate It supports people, profits, and planet It serves as a catalyst for the transformation of an organizational culture
24 BRINGING PEOPLE TO YOUR SIDE Leadership in change management involves aligning people with an organization s issue or need, allowing them to see that they are working together toward an important cause.
25 DASH OF EMOTION FREEDOM TO BE KNOWN IN RELATIONSHIP FREEDOM TO BE HEARD FREEDOM TO DREAM IN COMMUNITY FREEDOM TO CHOOSE TO CONTRIBUTE FREEDOM TO ACT WITH SUPPORT FREEDOM TO BE POSITIVE
26 PLENTY OF FACTS AUDITS AND PERFORMANCE MEASUREMENT SYSTEMS. Audits and measurement systems provide data to determine the adoption rate of change. ACCOUNTABILITY SYSTEMS. Enhancements should be made to performance evaluation and compensation systems in order to maintain the accountability and credibility of the change.
27 BUILDING RESILIENCY Resiliency is the capacity to absorb high levels of change while maintaining a level of performance and displaying minimal dysfunctional behavior.
28 FIVE EASY STEPS FOR THE LEADER 1. Develop a more positive world view and self-concept 2. Maintain a focused sense of purpose for long-term goals and priorities 3. Use flexible thinking to explore multiple approaches for addressing uncertainty 4. Use organized, structured approaches when managing ambiguity 5. Experiment proactively with new approaches and solutions
29 BUILDING FLEXIBILITY There are two dimensions of flexibility: 1. Flexible Thinking 2. Social Flexibility
30 SUMMARY
31 Strategic Catalyst, Inc. 550 Post Oak Blvd., Suite 560 Houston, Texas <832>
Change Management Training Manual
Change Management Training Manual TABLE OF CONTENTS Module One: Getting Started... 3 Workshop Objectives... 3 Module Two: Preparing for Change... 5 Defining Your Strategy... 5 Building the Team... 7 Module
Change Management in an IT Methodology Context
Change Management in an IT Methodology Context The Experience of TEDO (Technology Enterprise Delivery Office) December 2012 Speakers: Lydia Galanti (lydia.galanti@tdassurance.com) Iphigénie Ndiaye (iphigenie.ndiaye@tdassurance.com)
Organizational Change Management Workshop Introduction
Organizational Change Management Workshop Introduction ICGFM May 19 23, 2014 Richard Hudson Evans Incorporated Jim Wright Evans Incorporated Doug Hadden FreeBalance 1 What is Change Management? The process
How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation
How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda
Some Change Definitions Anticipating Change A Useful Model Change Leadership Project and Change Management Key Phases Summary Learnings
CHANGE MANAGEMENT FOR SPORT LEADERS Jennifer Birch-Jones Alain Rabeau Outline Some Change Definitions Anticipating Change A Useful Model Change Leadership Project and Change Management Key Phases Summary
A Change Management Playbook: Addressing the people side of change
A Change Management Playbook: Addressing the people side of change Let me introduce myself Natascha Walker Organization Change Practitioner About me: 12+ years IBM consultant - helping organizations address
Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit
JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit
The 10-minute primer on change management
The 10-minute primer on change management An executive overview by Prosci and the Change Management Learning Center Change management is a structured process and set of tools for managing the people side
Strategic Planning & Change Management 3 DAYS
Imsimbi Training proudly presents Strategic Planning & Change Management 3 DAYS Imsimbi Training is a fully accredited training provider with the Services Seta, number 2147, as well as a Level 2 Contributor
KIPP King Leadership Class: Individual Learning Plan
School Focus : HIGH EXPECTATIONS. Expresses high expectations for all teammates and expresses belief in their potential to grow. : STUDENT BEST INTERESTS. Seeks to understand the needs and motivations
The Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
CHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE
CHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE TABLE OF CONTENTS STEP 1 IDENTIFY THE CHANGE... 5 1.1 TYPE OF CHANGE... 5 1.2 REASON FOR THE CHANGE... 5 1.3 SCOPE THE CHANGE... 6 1.4 WHERE ARE YOU NOW?...
MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION
MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material
Change Management. SAP Consulting & Thaibev IT Department
Change Management SAP Consulting & Thaibev IT Department The process of change and adjustment Source: based on Kubler-Ross (1969) Source: based on Satir et al (1991) Critical Points in the Change Process
1. Which of the following terms would you find in Prosci s definition of Change Management?
PROSCI ADVANCED CHANGE MANAGEMENT EXAM Email your completed exam to info@beinghuman.com.au Your name: Date: Part A: Multiple Choice Questions 1. Which of the following terms would you find in Prosci s
Field Guide to Consulting and Organizational Development. Table of Contents
Field Guide to Consulting and Organizational Development Collaborative and Systems Approach to Performance, Change and Learning Introduction Focus of Guidebook Audiences Content of Guidebook How to Use
The IIA Global Internal Audit Competency Framework
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
Crosswalk Between Current and New PMP Task Classifications
Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the
Role 1 Leader The Exceptional Nurse Leader in Long Term Care:
Competencies for Nurse Leaders in Long Term Care National Validation March 2001 American Health Care Association TENA(R) Sponsorship Program from SCA Hygiene Products Part 1 Directions: Place a check mark
Change Management Practitioner Competencies
1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent
Section Three: Ohio Standards for Principals
Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process
Core Competencies for Strategic Leaders In the BC Public Service
Core Competencies for Strategic Leaders In the BC Public Service Brought to you by the BC Public Service Agency 1 Contents Core Competencies for All Strategic Leaders... 2 Core Competency Definitions...
Master Level Competency Model
Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in
Prosci Change Management Maturity Model Audit
Prosci Change Management Maturity Model Audit Prosci Learning Guide Change Management Maturity Model Audit In Brief: This preparation guide presents the Prosci Change Management Maturity Model and describes
Driving Excellence in Implementation and Beyond The Underlying Quality Principles
SAP Thought Leadership Paper SAP Active Quality Management Driving Excellence in Implementation and Beyond The Underlying Quality Principles 2014 SAP AG or an SAP affiliate company. All rights reserved.
The Association of Change Management Professionals
The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals
STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS
STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS Supervisor s Guide Instructor Copy Objectives By the end of this workshop, you will be able to: o o o o o Explain why continual performance feedback is
FAO Competency Framework
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
The Change Leader s Roadmap Methodology
World Leaders in Transformation The Change Leader s Roadmap Methodology Article (Task I.D.4) A good change consultant s primary job is to catalyze insight and clear thinking in their clients so they are
Master s Certificate in Public Sector Management
1. Leadership in the Public Sector Program Outline (2015 2016) (16 day program) Is the public sector leadership even possible in an environment that is constrained by labour unions, unresponsive incentives
Project Management Change Management Procedure
Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a
The Four Stages in Building and Sustaining a Service Culture
The Four Stages in Building and Sustaining a Service Culture A true service culture is a community of leaders at all levels who embrace a service mindset and build lasting relationships with customers
ISC s Journey in Integrating Change Management and Project Management
ISC s Journey in Integrating Change Management and Project Management By Ning Chang and Matthew St. Amand Information Services Corporation of Saskatchewan Introduction Information Services Corporation
Organizational Change Management Methodology. Tools and Techniques to aid Project Implementation
Organizational Change Management Methodology Tools and Techniques to aid Project Implementation Today s Objectives Discuss the Organizational Change Management team and explore ways Organizational Change
Seven Principles of Change:
Managing Change, LLC Identifying Intangible Assets to Produce Tangible Results Toll Free: 877-880-0217 Seven Principles of Change: Excerpt from the new book, Change Management: the people side of change
Nine Probation Officer Competencies. Alberta Justice & Solicitor General
Nine Probation Officer Competencies 2014 Officer 1. Managing Information & People The ability to interact with others to access, retrieve, input analyze, apply, interpret and process information for investigative
Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management
: How To Achieve A Culture Of Safety Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower team members to
PERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
Managing & Enabling Change
Managing & Enabling Managing & Enabling Experienced people, processes and methodologies that can guide you through change are critical to your business success SMS has partnered with Prosci to change enable
5 Steps To Healthcare Change Management: A Roadmap For Success
Optimizing the business of healthcare 5 Steps To Healthcare Change Management: Table of Contents Overview 1 1. Establishing Change Goals 2 The Change Driver 2 The Importance of Clear Goals and Objectives
Leadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
Leadership Framework and Competency Model
Leadership Framework and Competency Model Introduction The KIPP Leadership Framework and Competency Model describes the competencies and behaviors considered most important to the performance of KIPP Executive
A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014
A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014 Key Analytical Goals Action planning is, by far, the most crucial phase
Change and project management
Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,
Leadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
Leads pedagogical practice. Promotes professional learning
Leading teaching and learning 1 Creates a student centred learning environment 4 Builds capacity Developing self and others Leading teaching and learning 2 Leads pedagogical practice Developing self and
Organizational Change Management
Organizational Change Management Changing the perspective on change Author: Paul Cevolani 2/1/2012 ABSTRACT: Today s organizational change management initiatives must be a business discipline, driving
Learning for the Future. Professional Development Process Support Guide
Learning for the Future Professional Development Process Support Guide BCIT Human Resources June 2010 2 P a g e P r o f e s s i o n a l D e v e l o p m e n t P r o c e s s Table of Contents Section Page
Performance Management Guide For Managers
Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.
ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM. by Carrie Camino & Jeff Finken
ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM by Carrie Camino & Jeff Finken Implement any new business system and you re bound to face some level of uncertainty and resistance. In order
Consulting. PMOver Transforming the Program Management Office into a Results Management Office
Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address
BC Public Service Competencies
BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using
FBISD Performance Management Playbook
FBISD Performance Management Playbook Table of Contents Table of Contents. 2 Introduction... 3 Layers of Performance 3 The FBISD Performance Cycle... 4 Components of the FBISD Performance Cycle.. 4 Performance
TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM
Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance
Defense Logistics Agency Instruction. Enterprise Change Management
Defense Logistics Agency Instruction DLAI 2305 Effective July 14, 2009 Certified Current September 12, 2011 DLA Human Resources, Human Capital Program Development, (J12) Enterprise Change Management References:
The HR Value Proposition
The HR Value Proposition HRINZ Fall 2005 Dave Ulrich 1030 East 300 North Alpine, UT 84004 USA (801) 756-3240/e-mail: dou@umich.edu Please do not duplicate without permission from author. A paper based
HUMAN SERVICES MANAGEMENT COMPETENCIES
HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,
Getting The Most Out of the Performance Management System. Human Resources 2015
Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda
Prosci Change Management Maturity Model Audit Preparation Guide
Research-based Holistic Easy-to-use Driving Results by Managing the People Side of Change Prosci Change Management Audit Preparation Guide By Prosci, Inc. Prosci Inc. All Rights Reserved. Prosci is a registered
Organizational Change: Managing the Human Side
Organizational Change: Managing the Human Side Based on findings from the American Productivity & Quality Center s 1997 Organizational Change consortium benchmarking study Changing Regulatory or Legal
Project Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
Understanding Change Management
Understanding Change Management Change Management, why it works and what model is the best fit for organizations in a Project Management structure. A Research paper Prepared for the Association of Municipal
Certified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose
Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose Reports to: Senior Pastor Supervises: Operation Staff and Volunteer Team Leads Part of: Executive Team Revised:
UCPath Change Management Strategy for UC San Diego. July 2013
UCPath Change Management Strategy for UC San Diego July 2013 Overview Background Key Components Approach & Methodology Change Network Framework For Action Challenges Resources & Tools Summary Table of
Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy
Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,
Organizational Culture Transformation: Leveraging Culture to Enhance Performance
Organizational Culture Transformation: Leveraging Culture to Enhance Performance Allison Laks, PsyD Organization Development Manager Sacramento County Airport System Objectives Learn the model for successfully
Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development
Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible
Raise Your Voice, Raise Your Skills
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
Developing a Strategic Roadmap Why you need it & how to do it right
Developing a Strategic Roadmap Why you need it & how to do it right Session ID# 12509 Juan Porter TopDown Consulting Juan Porter Experience Overview President & Founder of TopDown Consulting Over 25 years
Human Performance & the Role of Human Resources
DEFENSE LOGISTICS AGENCY AMERICA S COMBAT LOGISTICS SUPPORT AGENCY Human Performance & the Role of Human Resources Ms. Cheryl Steptoe-Simon July 20, 2016 Human Performance Functions Human Performance Components
Prosci Onsite Training Programs
Prosci Onsite Training Programs Prosci s onsite programs enable organizations to train their employees in Prosci s industry-leading change mangement methodology without ever leaving the building. This
HRS Strategic Plan 2011-2014
HRS Strategic Plan 2011-2014 Aligning HRS Vision and Mission with core UNCG values of Inclusiveness, Collaboration, Sustainability, Responsibility, Transparency Table of Contents HRS Strategic Plan Background...
Becoming a Trusted HR Advisor
Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting
An Experienced RN s Seven Commandments for Healthcare Project Management Success
An Experienced RN s Seven Commandments for Healthcare Project Management Success Patti Hope, MSHI BSN RN DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do
Changing the way we Change 2015 MFMER 3481952-0
Changing the way we Change 2015 MFMER 3481952-0 Mayo Clinic after 150 years... 6 STATES 5 SCHOOLS 60,000 EMPLOYEES 1million PATIENTS from 135 countries 8 billion ENTERPRISE reinvests $400 million 2015
Why managers are crucial to increasing engagement
Ray Baumruk, Hewitt Associates An interview by Bob Gorman Jr., Robert E. Gorman Communication Why managers are crucial to increasing engagement Identifying steps managers can take to engage their workforce
MNASQ Program Meeting October 9, 2012
Best Practices in Change Management MNASQ Program Meeting October 9, 2012 WHY CHANGE MANAGEMENT? 2 Why Change Management? Increases probability of project success Manages employee resistance to change
LEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION
LEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION All businesses are faced with ongoing change. Some changes are driven internally as ways are developed to make processes more efficient. Other changes
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 VISION We stand proudly on the leading edge of innovative HR practices to make a real difference in the success of our people. MISSION Using the Guiding Beliefs
PERFORMANCE APPRAISAL & PLANNING GUIDE
PERFORMANCE APPRAISAL & PLANNING GUIDE FOR EMPLOYEES Rev. 2015 1 P age THE PURPOSE & PRINCIPLES OF PERFORMANCE MANAGEMENT Each employee of Baylor University serves an important role in furthering the mission
RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY. Student Name.
RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY Student Name Cohort Date This student matriculated through the following program MSA
Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
UTSA Change Management. UTShare PeopleSoft Implementation June, 2013
UTSA Change Management UTShare PeopleSoft Implementation June, 2013 Key Change Management Points Where we are at UTSA UT Partners and Project Management UTSA Change Management Actions to Date UTSA Steering
Overview of Performance Management. Taking Steps to Enhance Individual & Organizational Effectiveness
Overview of Performance Management Taking Steps to Enhance Individual & Organizational Effectiveness Performance Management Performance management is the process through which supervisors and those they
Workers Compensation Claims Supervisor
Career Service Authority Workers Compensation Claims Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises and directs the work of a unit of claims adjusters. DISTINGUISHING CHARACTERISTICS
Organisational Change Management
Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and
Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing
Module VI: Establishing Goals & Managing Employee Performance INTRODUCTION Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Anonymous What
Change Management Approach
Workforce Transition Agenda NextGen Vision Five Principles Change Management Approach 1 Google Vision Support U-M s leadership in teaching, learning and discovery by helping students, faculty, and staff
Self Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
PROGRAM DESIGN. Our design process, philosophy and values.
PROGRAM Our design process, philosophy and values. Program Design and Development is one of our core services in which we work with faculty to design and develop courses that are part of a new or redesigned
AdPro s Prosci Change Management Certification Program. Introduction. Program Overview
AdPro s Prosci Change Management Certification Program Introduction The ultimate benefit from any change, i.e., the ROI, depends upon an organization s competency in managing the people side of change.
Communicating and sharing often to move work forward.
Pitch and Commit Communicating and sharing often to move work forward. Put together a short but compelling case for your project including the user need, the insight and proposed solution direction, summary
Managing Customer. Relationships
Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen
Administrative Support. Business Management Skills
Administrative Support Proven Skills for Administrative Professionals Supervisory Skills for Administrative Staff Communicating with Style Assertive Communication Working with Difficult and Challenging
Transforming managers into change leaders. A guide to helping your managers lead change in your organisation
Transforming managers into change leaders A guide to helping your managers lead change in your organisation Create change leaders Changes. Plural This guide is all about equipping your managers with the
The UC Information Center
The UC Information Center How We Did It INSTITUTIONAL RESEARCH & ACADEMIC PLANNING (IRAP) UNIVERSITY OF CALIFORNIA OFFICE OF THE PRESIDENT 2015 CAIR CONFERENCE Introduction Planned Outcome A Little History
THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF
THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY
LEADS in a Caring Environment
LEADS in a Caring Environment Topics Covered Update LEADS strategic plan What we heard from CHLNet Members Leadership Capacity Development Best Practices Components / Recommendations Community of Practice
We HAVE to do Performance Reviews We GET to do Career Development
We HAVE to do Performance Reviews We GET to do Career Development Engaging Employees through Career Development NCCI 2014 Conference Presentation Dr. Kathy Burkgren Chris Halladay Employee Engagement: