PRACTICAL, HANDS-ON CHANGE MANAGEMENT. Karen E. Fries Training Manager Norm Thompson Outfitters, Inc.

Transcription

1 PRACTICAL, HANDS-ON CHANGE MANAGEMENT Karen E. Fries Training Manager Norm Thompson Outfitters, Inc.

2 Change Martin Luther King did not say, I I have a very good plan, he shouted, I I have a dream! You must provide a strong sense of purpose of the change.

3 Leading the Change Unfreezing Changing Refreezing What I hear, I forget. What I see, I remember. What I do, I understand. - Kung Fu Tzu (Confucius)

4 Unfreezing Old ideals and processes must be tossed aside A leader must help to clear out the old practices before beginning the new A little coaching as Associates are unlearning Provide a lot of cheerleading to break old habits

5 Changing There will be confusion, overload and despair There will also be hope, discovery and excitement A lot of coaching as Associates are learning Little bit of cheerleading needed

6 Refreezing New processes are now intellectually and emotionally accepted What has been learned is now actually being practiced on the job A little bit of coaching A lot of cheerleading used to set up the next change process

7 Executives & Sponsors Change Management Team Management Associates CHANGE CHANGE CHANGE CHANGE

8 Executives and Sponsors Need to understand the importance of Change Management when implementing a new system or major process change Need to know their role and what they can do to make a project successful Need visibility before, during and after the change

9 Change Management Team Create a team to facilitate the needed change Develop the processes, tools and techniques Gain appropriate sponsorship if needed Create communication platform Create training plan Create rewards & recognition

10 Management Team Become champions of the change that is about to take place Understand what is changing, and how it will effect their Associates Understand how to help their Associates accept the change

11 Impacted Associates Need to feel supported and understood Need to understand what is going on Become advocates of the changes CHANGE

12 Teamwork The TEAM = Company, Consulting Firm & Software Company Project Management Designing Testing Training Implementing

13 What s in it forme? When an Associate of your Organization asks WHY? WHY? focus on the benefits that the change will provide them and the Organization. THE FOCUS NEEDS TO REMAIN ON THE END USER

14 5 Steps Accompanying Change DENIAL can t t foresee any major changes ANGER at others for what they are putting me through BARGAINING work out solutions, keep everyone happy DEPRESSION is it worth it? doubt, need support ACCEPTANCE the reality

15 Team Comfort Group exercises to create teamwork and ability to discuss challenges, fears, doubts and how to handle them DOUBT FAILURE FEAR

16 Team Comfort Create an atmosphere of trust and security Comfort level check/take aways DOUBT FAILURE FEAR

17 Mission is Possible Create a theme people can relate to, utilizing management for buy-in and fun Investment payoffs Motivate your Associates Excite Your Associates Inform your Associates Gain buy-in

18 Communication While Waiting Create a communication tool that will grab the attention of Associates Make It Simple Newsletters Dash Board WMS Bulletin Boards

19 Training Plan / Tools Intro to WMS Peripherals around DC introducing new terms New terms and system information introduced Team training for PC skills Solitaire

20 Training Plan/Tools Classroom simulation Group floor exercises OTJ training Group walk-throughs Assessments Training manuals Job aids, handouts

21 Successful start up Change management needs increase Reinforce change

22 Chain Visibility Departmental dependencies Knowing the criticality of what happens BEFORE a process and AFTER a process

23 Change Avoidance to Change Acceptance From WHY? to What new opportunities will this provide? From HOW will this affect me? to What problems will this solve? From We do not do it this way to What would it look like?

24 Change Avoidance to Change Acceptance From When will this change be over so we can get back to work? to What can I do to help? From Who is doing this to us? to Who can help us?

25 Change Avoidance to Change Acceptance Change Personal history (nurture) + Social situation (environment) Attitude = Response Although each person will have a different response to change (personal history), they often show their attachment to the group (social situation at work) by joining in a uniform response to change.

26 Learning is Change Adult learner Skill challenges Environment change Knowledge transfer Long term investments

27 Competing Agendas Resources Testing vs. Support Training Cross Training vs. Process Change Training System vs. Operational Practices

28 DANGER of Work Arounds Temporary fixes become permanent in the minds of Associates Work arounds can be dynamic on the spot fixes which are not thought through other areas are affected down the line possibly hours and/or days later

29 System Buy-In Associates Answer the questions Associates are afraid to ask Describe the phases of change and what Associates can expect Gain support from Opinion Makers who would otherwise resist the change Create an attitude of Can-do instead of Not my job

30 System Buy-In Associates Don t t assume anything Start with the BASICS Keep in mind that the average ADULT LEARNER needs to hear something 5 to 7 times for full comprehension Adults learn many different ways; prepare for all types of learners

31 Metrics & Rewards Must be meaningful Must match the task Must be marketed to be valuable Intro Stock Pack VAS Wave Pick Ship Rec. Hardware Maint. Lead Overview WMS IMPLEMENTATION Redeem completed punch card at GO LIVE for gift Quality Control Prep. Mgr Overview Invoicing Except Cycle Count Refurb Special. Return Refurb RTV Replen. Audit

32 Change Management Prepare for Change Manage Change Reinforce Change