Zurich UK Life: PACE Culture Change A practitioner view of specific change initiatives. Kirsty Knight & James Sutherland September 2015

Transcription

1 Zurich UK Life: PACE Culture Change A practitioner view of specific change initiatives Kirsty Knight & James Sutherland September 2015

2 Content Background on UK Life Lessons Learned & Takeaways Questions Context to Change Specific Culture Change Initiatives Challenge to Change 2

3 Who we are UK Life HR 3

4 Context for change Internal and External Factors New CEO following period of instability Changes in Executive Team Regulatory change Industry change Restructure of UK Life Business Move to dynamic working PACE culture change programme was conceived in the context of different forces operating on and in the business 4

5 Challenges to Change Strong prevailing culture Highly stable management layers Strong habit of bureaucracy Strong sense of corporate history Siloed & taskfocused working Strong respect for hierarchy In combination, the challenges to change resulted in a cascade approach to change not gaining sufficient traction 5

6 HR/Champion Facilitation Team PACE Champions ROLE PROFILE: PACE Champion PACE Champions are primary change agents within their function in respect of the embedding and maintaining a PACE culture change within UK Life departments. They are expected to promote culture change through the departmental sponsorship of UK Life initiatives and also through the creation and implementation of local initiatives as appropriate. They are communication hubs and are responsible for the effective flow of information into the department, out from the functions and within the function (e.g. to Exec Members, Management Teams, Individuals) Established and facilitated by the HR Business Partnering Team with support from the Employee Comms Functions

7 HR/Champion Facilitation Team PACE Champions Stakeholder Management Focus Group Role Model Implementation Employee Engagement

8 HR/Champion Facilitated Events PACE Awards & Changing the Habits of Life Align reward and recognition to the desired behaviours and facilitate role modelling - Individual & Team Awards - Cross-Section Judging Panel - Recognition for nomination & winning - Annual Winners Dinner Facilitate the identification of taken for granted assumptions and unthinking routines that are preventing change - Week of activity - Progression from identification of habits through to new action plans for change - Presentations & local activity

9 HR/Champion Facilitated Events That s Life & Learning Week Challenge siloes by increasing awareness of what other teams do and the roles in them. Encourage mobility within UK Life Department Expo Fair: - Organisation - Purpose - Roles Learning Week (I & II) Encourage re-engagement in learning habits and allow people to demonstrate their passion for subjects - Intensive Week of Sessions to book onto - Delivered by all levels of staff (from Exec Members to Interns)

10 HR/Champion Facilitated Events Ride The Subway & Strictly Increase External-Focus by firsthand experience of customers and market pressures - Spend a day buddying with a broker consultant - Meet and hear from intermediaries to understand their experiences of Zurich Strictly Increase exec visibility. Demonstrate that it is OK to try things and make mistakes - Exec Members and Senior Managers taking part in a ballroom dance competition - Having fun together

11 Experiences to Share Takeaways and Lessons Learnt Shoulders need tapping Beware the Usual Suspects Manager support Recognition > Reward more prizes of lower value Diverse and transparent judging Tone from Top Noise from the Bottom Time and desire are drivers Money is a parameter Our experience is that engagement of change agents at all levels and identification of role-models has given more traction than cascade 11

12 Any questions? Any Questions? 12