Statement of Confidentiality

Transcription

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2 Statement of Confidentiality This document contains information that is proprietary and confidential to Tata Consultancy Services Limited, which shall not be disclosed outside Department of Post, transmitted, or duplicated, used in whole or in part for any purpose other than its intended purpose. Any use or disclosure in whole or in part of this information without explicit written permission of Tata Consultancy Services Limited is prohibited. Copyright, Tata Consultancy Services Limited (TCS). 2

3 Table of Contents 1 Change Management Change Curve Why is Change Difficult Why Do People Choose to Change? Change Journey Change Management Work streams Change Management Workshops Change Agent Network Stakeholder Engagement Communications Training Change Readiness Survey Capacity Building Roles of a Change Agent

4 1 Change Management Change Management is a structured approach to shifting/transitioning individuals, teams, and organisations from a current state to a desired future state. It is an organisational process aimed at empowering employees to accept and embrace changes to their current business environment. Successful Change Management often begins with fostering an environment where each employee can Choose Change and successfully complete his/her own Change Journey. Rather than the programme team creating a solution and later pushing it out to stakeholder groups, the objective is to involve key stakeholders in the decision making process, thereby compelling them to choose change. This pull strategy in effect compliments the conventional OCM push activities by providing people the opportunity to embrace their own future and the future of the organisation. Leadership Alignment Pull Is created by mobilization and alignment of top management and leadership Change Agent Pull is achieved when stakeholders choose to change. This largely occurs when stakeholders are involved and/or represented in decision making process Commitment Involvement Project Team - Push is created by the Project Team by framing the decision, building the solution and training stakeholders Self Concern Awareness Try Out TCS Approach & Methods - Push is created by TCS through facilitation, coaching and an integrated framework for Managing Change 4

5 1.1 Change Curve The Change Curve depicts the typical highs and lows in employee morale in a Change Journey. A certain level of anxiety, drop in moral and productivity is unavoidable during a major change initiative. However, if managed well, the duration and intensity of the dip in moral and loss in productivity can be minimised. In an unmanaged change initiative; initially employees are excited and motivated, often unrealistically, due to high expectations set by the management. As the project progresses and they realise the effort required and the complexity involved, there is anxiety and disillusionment. The dip in employee morale is most evident at this point. If unaddressed, the project is unlikely to achieve the desired benefits in the stipulated time frame. However, if change is managed well, initially realistic expectation setting is done, both in terms of effort required and in terms of benefits of the programme. With appropriate support in terms of Change Management interventions like Communications, Stakeholder Management and Training, the organisation is more likely to realise the business goals with maximum motivation and minimum resistance to change. 5

6 1.2 Why is Change Difficult Fear of loss is the root of all change difficulties. Fear can be categorised at three levels- Head, Heart and Hand. Head ( Thinking): Will I be: Able to un-learn/re-learn fast enough/ well enough? Supported by training/communication/my manager/my colleagues? Still valued and called upon? Heart ( Feeling): Fear of loss of control Fear of loss of status Feeling out of comfort zone Hand (Doing): Can I do it: Fast enough / Well enough? Will I like it? Will it still be My job? Can I learn new habits? Can I let go of old habits? Change Management involves addressing these questions in order to accelerate goal realisation. Peoples response to change is a factor of how their concerns are addressed. Moving from awareness to acceptance to adoption requires Change Agents to address concerns at three levels: Head ( Thinking): You will be: Informed regularly Trained adequately Still valued and respected Heart ( Feeling): We are in it together- You, me, Department of Posts- We all win! It s ok to take time to learn Appreciation of every positive step Hand (Doing): We will support you by: Answering your questions, as honestly as we can Conveying your concerns to higher management Helping you through the transition 6

7 1.3 Why Do People Choose to Change? Why do people choose to change? More often than not people will choose change if you can satisfy four basic criteria that greatly influence their ability to choose. Fundamental Stakeholder Needs People Must Understand what the change is and why it s important. Believe in the change. Be capable of making the change. Implication Fundamentally frames the decision Compels people to choose Creates the confidence to decide Be willing to get out of their comfort zone. Creates courage to act First, people must understand what the change is and internalise why it is important. This knowledge enables them to contemplate the change and how it impacts them. Without this fundamental information, which in essence frames the decision, people cannot possibly change. CONFIDENTIAL Second, people must believe that the change is the right thing to do. While understanding the what and the why frames the choice, believing in the change is what compels people to make the right choice. It also spurs them to take on the challenges of making a personal commitment to change. Third, people must believe they can make the change. Change always involves doing things in new ways, which in turn requires new skills, information or tools. People have to honestly feel that they can bridge the gap from where they are today to where they will be in the future. Believing you can do it creates the confidence to make the decision to change. Finally, people must be willing to step out of their comfort zone. While people may feel compelled to choose change, it still represents a type of loss as it involves letting go of existing commitments, relationships, routines and supports. No matter how compelling the change may be, getting out of one s comfort zone takes courage. Without that courage, people will not choose to act. 7

8 2 Change Journey Change Management activities are designed to mitigate resistance to change; minimise the risks to the project and to take the employees along their own individual Change Journey to move from the old ways of working to the new. The Change Management achieves this through six streams of work 1. Change Management Workshops 2. Change Agent Network 3. Stakeholder Management 4. Communications 5. Training 6. Change Readiness 7. Capacity Building The following diagram highlights the steps in the Change journey and some of the activities within the Change Management. 8

9 3 Change Management Work streams 3.1 Change Management Workshops This identifies the business change at both organisational and individual levels and then defines the Change Strategy and Plan to move employees from the old ways of working to the new. Negative change impacts will be minimised and mitigated, positive influencers identified and utilised to engender buy-in for the change. The key activities include Impact Assessments (both organizational and detailed), Change Agent engagement, and Organization Design reviews (where appropriate). A key part is the appointment and coaching of Change Agents (members of the organisation who are responsible for facilitating change in their areas of the business). The Change Agents will represent each of the impacted groups, and will bridge the gap between the core programme team and the impacted employees. The Change Agents will become involved in both the Technology and Organisational Change activities. As a result, the Change Agents will play a critical role in enabling employees to choose change and successfully complete their change journey to the new way of working. 3.2 Change Agent Network Change Network is defined as A Community of representatives specifically selected to facilitate top down sponsorship and bottom up ownership of change. Change Networks are unique to organizational structures and the change being put in place. Change Network members have the capacity to advice, coach and lead change. They are viewed as role models for change and aid the progressive transition along the stakeholder commitment curve. 3.3 Stakeholder Engagement Stakeholders can be individuals or organisations, internal or external to the business. A stakeholder is anyone who is involved in the programme, or whose interests may be affected as a result of programme execution or completion. Securing commitment from stakeholders is critical to success. For managing stakeholder, one has to plan how and when each stakeholder group would be involved in the programme, with the aim of minimising resistance or enhancing receptiveness by increasing ownership of, and commitment to, the overall programme. Commitment, however, will not be obtained by simply sending an or holding a meeting. It will be built over the course of the programme life cycle by providing people the opportunity to contribute to the design of the change programme for truly understanding the implications for them and their colleagues, and how things will work in the future, and by participating in the design of that future. Stakeholder requirements and commitment levels needs to be monitored throughout the programme. 9

10 3.4 Communications Communication is at the heart of change management activities and essential for any successful business transformation. The communication process is cyclical and continues throughout the entire programme. The key to an effective communication is to establish the programme communication infrastructure as early as possible in the programme and to make sure the review steps are completed and used to make the process better. Through effective communication, the business will be kept aware of the activities and plans of the programme. Following activities need to be performed for effective communication:- Understanding and leveraging communication processes and channels within a business, Developing targeted messages throughout the programme lifecycle Planning and delivering the communication and Reviewing and updating the communication Communication plays a vital role in promoting a shared understanding which is crucial to programme success. 3.5 Training Good training is fundamental to an organization s ability to adapt to business change. People, who are trained well, will perform more quickly and more accurately resulting in high levels of customer satisfaction internally or externally. The aim is to deliver highly skilled, trained people and to ensure that the right support network is in place to assist employees with a smooth transition. Working closely and collaboratively with the Subject Matter Experts (SME s) and programme members, will ensure that the training is right first time. The output of the scoping and analysis phase is a training strategy that will provide a training roadmap for the business to move from the as-is to the to-be processes, system, and ways of working. 3.6 Change Readiness Survey The Readiness Assessment study is conducted to understand the Organisational enablement to support change, people s perception and willingness to change. Main objectives of a Change Readiness Assessment exercise can be summarized as: Assess the readiness of the people towards the Process Improvement initiative with regard to their awareness, acceptance and adoptability Report on the employee concerns and cultural implications of the initiative Identification of the Organisational strengths, weaknesses and potential weaknesses Help to assess the risks that change can bring and provide an early opportunity to engage the staff 10

11 Provide guidelines to help Organisation prepare for the initiative There is no set number of Readiness Assessments that need to be performed on a programme. The correct number should be a function of the scope of the change, how the change is progressing and the organisation s appetite for assessments. However, there should be enough assessment to ensure change activities remain relevant and the business confident that they are ready; from a people perspective, to go-live with the new system. The key activities include the development and refinement of the readiness criteria, the creation and delivery of Readiness Assessments and then the analysis, review and follow-up activities associated with the findings. 3.7 Capacity Building The Capacity Building is conducted to understand the current organizational structure and identify the new roles and skills. Main activities of a Capacity Building exercise can be summarized as: To provide Capacity Building Approach & Methodology Prepare Capacity Building Work Plan Understand current organizational structure, culture, roles and skills Assess workforce capability To provide Capacity Building recommendations and Road Map Identify and Document the New Structures, Roles, Job descriptions, Skills, new position details Perform workload analysis to estimate manpower requirement for new roles Align roles and responsibilities to business objectives To provide Assessment report on issues related to Culture and recommendations 11

12 4 Roles of a Change Agent Activities needs to be performed by change agent As a Leader Explaining and promoting the business need that is driving IT Modernization Making it clear that success is essential and failure is not an option by active participation Maintain your own motivation and energy levels Explain the business reasons of IT Modernization why as well as the what to do Conduct Meeting in a Box to pass down information about IT Modernization, what it means for the associates and being as precise as you can be about what will change and when Encourage associates to take time for watching and discussing videos, reviewing web-site, newsletters, s and other communications Facilitate regular meetings in which associates can get their concerns solved Channelize upward questions and concerns,you frequently hear around you As a Climate Setter Speaking positively about the changes taking place with IT Modernization project Pointing out how IT Modernization will address current challenges, experienced by associates Helping people by being realistic about changes involved and not oversell Praising people for showing good feelings about the change process Taking the temperature of how people at the site see things during IT Modernization roll out Paying attention to your own feelings and how they are seen 12

13 As a Guide Identifying and speaking What is in it for me for each part of your site s population Making sure that associates have enough time to assimilate changes expected of them Involving associates in working out details about who will do what (roles and responsibilities) Foreseeing barriers to implementation and removing them Acknowledging what will be difficult to accept and support associates through it As a Teacher Expressing training needs to the concerned team Emphasizing the need to learn and grow Scheduling the time required for training Designate associates for local training resources, go-to people, etc. Pairing associates up in buddy system arrangements Connecting your site to available support resources (e.g. Help Desk, technical support etc.) As a Resistance Manager Identifying the sources of resistance, in whatever form it comes Making it okay to discuss resistance and finding the perceived loss driving peoples fear Overcome misperceptions by providing information and pointing out positives of IT Modernization project Explaining what will happen during IT Modernization roll out, in a way that compels associates to try the new way of working Emphasizing that there are resources (training, support, technical back-up, helpdesk etc.) available to help Empathizing with legitimate concerns that associates have For any feedback, please write to us at Connect.indiapost.cm@gmail.com 13