Bristol CIPD event - Change Management practical aspects of business driven changes including examples of restructures, redundancies, TUPEs

Transcription

1 Bristol CIPD event - Change Management practical aspects of business driven changes including examples of restructures, redundancies, TUPEs Being brilliantly reliable at managing change by Carolyn Woolway HR Programme Manager Hanna Wisniewska HR Project Manager RWE Group Business Services 26/11/2014 PAGE 1

2 Contents 1. The HR Projects Team 2. RWE Project Methodology and lifecycle 3. Our Key Learning 4. Project Regent 5. Project Ruby RWE Group Business Services 26/11/2014 PAGE 2

3 The HR Projects Team What we do Utilise Prince2 project methodology, tools and processes to plan and implement large businessled change projects and all TUPE transfers within the business Provide a consistent approach to business-led change projects Minimise the people risks inherent in these projects Previous achievements Acquisition of Lynemouth Power Station Sale and TUPE transfer of Horizon Nuclear Power Closure of Field Sales division SMART metering programme Various restructures relocations and restructures Customer Service Domestic Restructure (Offshoring, Outsourcing, Relocations, Redundancies, upskilling, cultural change) RWE Group Business Services PAGE 3

4 The project lifecycle Project Stage Project is instigated Project scope & requirements are agreed Project is planned Project is implemented Project is reviewed & lessons learned Documentation Resource Request from HRBP/HRM Project Initiation Document Toolkit templates Reports & Logs Post Implementation Review RWE Group Business Services PAGE 4

5 Why apply a framework to change? Governance we know exactly who can make which decisions Accountabilities are very clear We understand exactly what we are going to deliver and how Measures of quality are agreed upfront Tracking and recording (risks, issues, decisions, actions, consultation materials used) Best use of resource - economies of scale Consistency Reduces the need for random and multiple s and ad hoc calls Timescales and costs are monitored and tracked Use of proven methodology Industry standard & best practice Lessons learned and continuous improvement Management of scope creep Dedicated and focused resource is allocated to all tasks within the project RWE Group Business Services PAGE 5

6 Why is agreeing and documenting the scope and requirements important? To avoid RWE Group Business Services PAGE 6

7 Exercise RWE Group Business Services 26/11/2014 PAGE 7

8 Project Initiation Document contents Project summary Project objectives Start and finish dates Scope Dependencies Assumptions Lessons learned Business need and business case sign off Cost/benefit management Project organisation structure, stakeholders & roles and responsibilities Measures of success Initial project plan Communication plan Project controls Risks & issues RWE Group Business Services PAGE 8

9 Planning Details the activities to be completed, timeframes and resources required. Agree tactics and HR Principles with the HR Manager / HRBP and business lead as appropriate Determines how we will monitor and control the project Ensures we have Identified all roles of project team members and stakeholders Determines the set up of our meeting and reporting frameworks Project control board (PCB) meetings Steering Committee (Steerco) meetings RWE Group Business Services PAGE 9

10 Generic Project Structure Restructures HR Project Manager Will provide project framework, governance & advice. Chairs PCBs and SteerCos HRPM may feed into a wider Programme HR Project Support HR Projects Assistant Manages employee analysis, data & documentation. Ensures wider HR are aware of impacts of activity HRSC Lead Manage and coordinate transactional HRSC activity SteerCo Members HR HRBP Business Senior Manager normally Tier 2 Purpose of the SteerCo is for decision making, share major risks and issues and for the authority to continue with the project. The SteerCo Members should not be involved in the operational part of the project Lead Local HR Manages and coordinates all Local HR activities Business Lead Coordinates and manages the activity of all consulting Managers Project Control Board Members HR HRPM, Local HR Lead, HR Project Ast, HRSC Lead Business Business Lead, Internal Comms Lead, Support Manager, Business Manager Purpose of the PCB is an operational meeting for reviewing project progress, capturing risks and issues and ensuring quality standards of the project are being met. Lead Internal Comms Exec Coordinates and manages all project Communications Business Support Manager Coordinates and manages all logistics and tracks activity progress. Also manages Q&A process RWE Group Business Services PAGE 10

11 Risks and Issues > A risk is something in the Project s future which is anticipated by you that requires mitigation i.e. There is a risk that the catering company may not be able to supply the ice cubes required for our cocktail making session as their freezer may break > An issue is something that had already happened in your project and you are looking for a solution to resolve it. i.e. There is an issue as the catering supplier has been informed of a national ice cube shortage > They are part of the project framework because: It forces you to anticipate and consider risks at an early stage We log them so that we have an audit trail We focus and manage them during the lifecycle of the project RWE Group Business Services PAGE 11

12 Assumptions and Dependencies > Assumptions are details or scope you have assumed normally during the initiation stage of your project i.e. There is an assumption that the catering company will deliver the ice cubes for our cocktail making session later > Dependencies are deliverables from other Projects and Programmes which your project needs in order to operate. Often these get overlooked which is why it is vital that you research these thoroughly and capture them so there is no confusion going forward i.e. There is a dependency on Finance paying the catering company before they will deliver the ice cubes RWE Group Business Services PAGE 12

13 Project is implemented - Standard Documents All projects managed by the team will have the following documents as a minimum saved on KDB. Other teams managing local or portfolio projects are encouraged to use the tools. > Resource Request Form > Project Initiation Document (PID) Risks and Issues Assumptions and dependencies RACI or project team structure > Project Control Board (PCB) pack including risks and issues/raci > Steer Co pack > Project Plan > Questions and Answers > Redundancy selection criteria > Consultation Log > Consultation Form > Outplacement forms and processes > Employee Tracker > Communications Plan > Lessons learnt - Post Implementation Review RWE Group Business Services PAGE 13

14 Project is reviewed and lessons learned What are the benefits of a post implementation review? Ensure objectives met and expected outcomes delivered Lessons learnt/continuous improvement Ensures stakeholders aware that HR Projects resource is no longer allocated Handover outstanding activities to wider HR community as business as usual Opportunity to increase individual and organisational capability through feedback and development planning Post implementation review meeting with key stakeholders to reflect on the project, agree any outstanding actions and assign responsibility There are 2 formats for the post implementation review: 1.Powerpoint - discussion tool, usually prepared in advance by the HRPM 2.Word - written up following the meeting RWE Group Business Services PAGE 14

15 Our Key learns Ensure the project and new org designs are strategically aligned Ensure the business is not using a restructure as a performance management exercise or an opportunity to build an OD around key talent Manage scope creep Equip managers with the tools and techniques to deliver difficult messages and be ambassadors for change Ensure managers take ownership and drive the change Know your business areas and their culture well or you will not be credible Focus on the survivors and not just those at risk Don t focus on the bad news! Focus on opportunities Don t underestimate the power of working in partnership with Trade Unions RWE Group Business Services PAGE 15

16 Our Key learns Agree your tactics and HR Principles before you announce Make use of technology intranets & sharepoints are invaluable Help managers steer away from process and possibilities and toward feelings and facts Ensure your project is not about informing people and more about allowing them to feel as though they can influence Scope, Plan, Plan, Plan and then Plan again Always apply a reporting and meeting framework Agree and document all of the roles and responsibilities for each member of your project group Ensure everyone is clear on who the decision makers are RWE Group Business Services PAGE 16

17 PROJECT REGENT RWE Group Business Services 26/11/2014 PAGE 17

18 Project Regent Our Customer Services Domestic business could not compete as the cost to serve customers was twice as expensive as competitors versus 50 per account We had a diverse geographical portfolio of sites and unlike our competitors had not outsourced any work Project Regent included closing 5 sites & moving work out of some enduring locations, offshoring work, outsourcing work in the UK and a restructure/rationalisation of our CSD business We carried out 7,800 consultation meetings We relocated 1,650 people 446 people were re-deployed to new jobs internally 1,700 people received outplacement (career) support Planning took 12 months As at Sept ,105 letters had been produced to facilitate redundancies, new roles and office moves and this number continues to increase RWE Group Business Services PAGE 18

19 Regent People Successes September 2014 Extensive Outplacement Support Provided 141 Workshops March to July 2014 Stoke 40 Oldbury 32 Thornaby 30 Rainton 30 Limewood 9 TOTAL Job Fairs Attendees Employers May to July 2014 Stoke Oldbury Thornaby Rainton Limewood 40 8 TOTAL 1, Other support: Department for Work & Pensions/Job Centre Plus workshops; Outplacement online for 2 years; National Careers Service 1:1s and recruitment brokerage to assist individuals in looking for local vacancies RWE Group Business Services PAGE 19

20 Regent People Successes September 2014 Key Lessons Learned Validating people data is complex and requires senior business ownership and adequate resource Unfortunate leaks prior to announcement were caused by trade union activity; we would rethink the timing of sharing information in future We did not manage scope creep as well as we could have. We needed more time to plan additional resource when the scope crept Managers need to take accountability for understanding and answering Q&As, rather than pushing all queries back to HR Business Support roles were key for each site to help manage the transformation and individuals in the roles did an excellent job The excellent pension deal provided for people transferring to our onshore partner could have been better reinforced so that the individuals realised this was not an automatic right Effective planning allowed all key people milestones to be delivered on time and very high volume people impacts to be managed effectively within extremely short timescales The extensive outplacement support provided was very well received

21 PROJECT RUBY RWE Group Business Services 26/11/2014 PAGE 21

22 Project Ruby Purchase of a power station under the Legal entity of Lynemouth Power (stand alone and not part of RWE) We were paid to manage the TUPE and set up a new stand alone fully functioning HR service Job exchange programme as the power station was supplying energy to the Smelter next door which was being closed down Very militant TUs and static employee reps New payroll solution and HR platform required Novation or set up of all contracts i.e. mobile phones, company cars etc. Review of collective bargaining arrangement All policies and guidelines needed updating and some were missing New Station Manager wanted a new bonus scheme with new targets and a refreshed performance management process Appointment and training of new Company Directors

23 Project Ruby - Successes Job exchanges allowed us to retain the best people Blank canvas whilst people were change resistant at first we were able to engage with them in ways they hadn t experienced historically Sessions to talk about future vision Capturing their ideas Joint group announcements followed by optional 1:1s We took the commercially decision to not have any measures Having Pension Execs and Payroll Managers on site to give presentations prior to and on the day of the transfer was very reassuring We used a multitude of media so that people would understand what their new payslip would look like in month 1 We were able to challenge the Trade Unions and stop the militant behaviour Excellent relationships with the transferring Company

24 Project Ruby Lessons Learned Little touches make a big difference Don t assume TUPE is a good news story to everyone Don t assume that no measures will satisfy the trade unions! We underestimated the amount of resource we would need Outsourcing Payroll was very successful

25 Questions RWE Group Business Services PAGE 25