Change Management Through Workforce Development. Caroline Walker Regional Training Consultant

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2 Change Management Through Workforce Development Caroline Walker Regional Training Consultant

3 Please stand up and introduce yourself to someone near you. Please share with them who you and what you do.

4 Its not about what we do, its about why we do it! Keeping people and communities safe.. Protecting the environment Providing emergency response. Responding to a disaster. Building communities Protecting our natural resources Making travel safer and more efficient.

5 Its not about what we do, its about why we do it! Why did you choose this session today? What is the change you would like to see? Why? What does that better tomorrow look like? Nothing extraordinary ever happened without a leader articulating a vision.

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7 So why don t organizations change? We don t have time We ve always done it this way That s not our workflow! Staff Resistant to change It s too difficult We don t manage data that way The way we do it works just fine. Yeah, right My team doesn t need this

8 This is It s Its traditionally always the Its It s not same political in been the everywhere how this budget we way do things The I actually I ve We problem learned spent don t is the is to much know money keep broader why my older in ideas the we than do wrong to it myself you this things think way Jason Clarke-Embracing Change

9 Why do many change initiatives fail? Unclear vision Failure to move from vision to action Management/Leadership was not sufficiently committed The organization was not prepared (strategy) Resistance to change Communication User Education

10 Is your organization surviving or succeeding? Are you sure?

11 Change Management is different from Change Leadership You manage things; you lead people. Rear Admiral Grace Murray Hopper

12 Change Management through Workforce Development Organizations make a large investment in technology without making the corresponding investment in intellectual capital. The best practices and steps to achieve successful change How we facilitate change through workforce development Keys to success

13 John Kotter s 8 Steps: 8.Instistute Change 1. Create Sense of Urgency 2. Build Guiding Coalition 7. Sustain Acceleration The Big Change Opportunity 3.Form Strategic Vision and Initiatives 6. Generate Short Term Wins 5. Enable Action by Removing Barriers 4. Enlist Volunteer Army

14 Workforce Development Process Alignment Analysis Action

15 Creating a climate for change. Engaging and enabling the organization. Implementing and Sustaining the Change. 1. Create Sense of Urgency 2. Build Guiding Coalition 3.Form Strategic Vision and Initiatives 4. Enlist Volunteer Army 5. Enable Action by Removing Barriers 6. Generate Short Term Wins 7. Sustain Acceleration 8.Instistute Change

16 Creating a Climate for Change

17 Create a Sense of Urgency Why? Why now? Sometimes its not about why now, but why it should have happened last month, last year or even last decade.

18 Build a Guiding Coalition Who will help you drive the change? - Position Power - Expertise and Credibility - Leaders and good communicators - Diverse The great thing about being a leader is you aren t one until you have followers.

19 What is Your Vision?

20 What is Your Vision? The vision must be clearly articulated. The vision must have meaning. The vision must enable. The vision must be achievable through strategic initiatives. Nothing extraordinary ever happened without a leader articulating a vision.

21 Engaging and Enabling the Organization Ken and Scott Blanchard

22 Communication Versus Enablement

23 Communication Versus Enablement People do not engage because they want what you have They engage because they believe what you believe. The ultimate goal of communication is to enable people to act.

24 Enablement Let people write their own story and take ownership of change.

25 Common Barriers to Change Formal structures make it difficult to act. Culture discourages innovation and action. Personnel making it difficult to act. Lack of skills is preventing the change from occurring. Barriers are identified and strategies to overcome are developed through the Workforce Development Process

26 Resistance to Change

27 Reactions to Change Champions Helpers Bystanders Resisters

28 Generate Short Term Wins Where is there an opportunity for immediate impact? Set a rapid pace for strategic activities Create and recognize short term wins Define and engineer visible performance improvements

29 Implementing and Sustaining the Change Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the reality of people working together everyday. Frances Hesselbein

30 Sustain Change Leverage early wins to sustain and accelerate change Invest in developing employees Reinvigorate the change process with new projects Communicate up and down your chain of command

31 Making it Stick The change is visible across the organization Significant benefits seen from adoption and usage Adoption and usage that are measurable, there is a cultural shift Pockets of change support are in existence across the organization Senior leaders and organizational management have some knowledge of and appreciation for the change

32 Workforce Development Process Implement the Workforce Development Plan Review strategy to ensure it is still in alignment with priorities Work with consultant to modify as needed Alignment Determine organization s mission and strategic objectives Explore how GIS applications support these goals Evaluate workforce roles that require GIS interaction Action Analysis Identify skills requirements for each role Discuss timelines, priorities and budgets Develop delivery methods

33 Benefits of Workforce Development Component Vision and Strategy Sponsorship Stakeholder Management Project Manager Communication Training Reinforcement Value A clearly defined outcome that answers the question Why? Executive leadership support Management agrees upon desired outcomes, supports the process, communicates the vision Creates environment for success, executes the vision Vision constantly reinforced, goals and steps are clear, support resources promoted Structured, integrated, staff development program that builds logically over time Positive reinforcement for successful results

34 Keys to Success Vision Executive Sponsorship Exceptional Team Continuous Communication and Enablement Strategic Development of Users Commitment

35 Next Steps Schedule a time to meet with your training consultant to begin the process Clearly define your vision and think about your goals Commit to the process Accept the challenge

36 Questions?

37 Please stand up and introduce yourself to someone near you. Please share with them who you and what you do.

38 The great aim of education is not knowledge, but action. Herbert Spencer

39 Change Management Through Workforce Development Caroline Walker Please complete your survey and provide feedback about this session.

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