Change Management Prcess B1.10 Change Management Prcess 1. Intrductin This plicy utlines [Yur Cmpany] s apprach t managing change within the rganisatin. All changes in strategy, activities and prcesses culd result in changes in HSE risks. These risks need t be identified and assessed as part f the change management prcess. 2. Definitin f Change Management Change management means defining and adpting crprate strategies, structures, prcedures and technlgies t deal with changes in external cnditins and the business envirnment. 3. Examples f Change Management All rganisatins need t deal with change events. Successful rganisatins are able t manage change in a cherent manner and are able t generate the mst benefit frm changes and imprvements t the way they d business. A cmpany such as [Yur Cmpany] is likely t deal with a number f different types f change events. These culd include: Changes in scale Where [Yur Cmpany] wins a large cntract r pens a new business line there will be a need t change the way the business wrks due t the increasing size f the rganisatin (e.g. increases in emplyees, need fr new premises, need fr additinal vehicles, changes in management structures etc.) Changes in persnnel A mre cmmn change event that all rganisatins will face frm time t time is the need t adapt t changes in the persnnel in key psitins within the business. Fr example, a change in supervisr may change team dynamics whilst a change in accuntant culd include the risk f lsing significant crprate knwledge. Changes in technlgy Where there have been imprvements in technlgy (e.g. cmmunicatins, IT r equipment) there will be a need fr [Yur Cmpany] t update their systems and train their emplyees t effectively manage the change. Changes in service fferings In circumstances where [Yur Cmpany] was t change the business lines that we service then there will be a need t manage a change prcess thrugh training existing staff, recruiting additinal staff, updating the business plan and ptentially investing in new equipment and marketing literature. Legislative change Changes in laws and regulatins culd have a significant impact n hw [Yur Cmpany] ges abut undertaking its wrk. 1
4. HSE implicatins f rganisatinal change All changes in scale, persnnel, technlgy, strategy and prcesses culd result in changes in HSE risks. These risks need t be identified and assessed as part f the change management prcess. Sme examples f hw change may impact risk are utlined belw: HSE risks - Changes in scale Where there will be a need t change the way the [Yur Cmpany] wrks due t the increasing size f the rganisatin there may be additinal HSE risks that need t be cnsidered due t recruitment and inductin f additinal staff, cnducting peratins in new premises; use f new vehicles r equipment r changes in management structures r reprting lines. HSE Risks - Changes in Persnnel Where there are changes in persnnel there may be HSE risks assciated with a lack f knwledge f the new staff f the crrect safety prcedures and prtcls. Indeed, there may even be risks assciated with the safety culture that these new emplyees may bring with them. HSE Risks - Changes in technlgy Investment in new prcesses r equipment can bring HSE risks where persnnel are nt trained r experienced in the use f the new equipment / technlgy. HSE Risks Service Offerings Changes in the range and nature f services ffered by [Yur Cmpany] wuld bring additinal HSE risks due t the new activities that staff must undertake s as t prvide these services. Prcess fr assessing HSE risks assciated with Change Management The cntrl prcess fr assessing and mitigating risks assciated with Change Management are the same as thse in place fr ther wrkplace HSE risks. These are as fllws: Eliminate the hazard frm the wrkplace altgether. If a risk cannt be eliminated, try t substitute it with smething that has a lwer risk. Islate the prblem - this is ften dne by the use f separate purpse-built rms, barricades, r sund barriers. Re-design equipment, wrk prcesses r tls t reduce r eliminate the risk. Administrative cntrls include apprpriate training, written wrk prcedures, adequate supervisin, signage, maintenance f plant and equipment, r limitatin f expsure time. 5. Key elements in successful Change Management The key elements in [Yur Cmpany] s apprach t change management include: Planning: develping and dcumenting the bjectives t be achieved by any change and the means t achieve it. Defined Gvernance: establishing apprpriate rganisatinal structures, rles, and respnsibilities fr the change that engage stakehlders and supprt the change effrt. 2
Cmmitted Leadership: nging cmmitment frm the leadership f [Yur Cmpany] and acrss the rganisatin t guide rganisatinal behaviur, and lead by example. Infrmed Stakehlders: encuraging stakehlder participatin and cmmitment t the change, by emplying pen and cnsultative cmmunicatin appraches t create awareness and understanding f the change thrughut [Yur Cmpany]. Aligned Wrkfrce: identifying the human impacts f the change, and develping plans t align the [Yur Cmpany] wrkfrce t supprt the changing rganisatin. The extent t which each f these five factrs is exhibited in successful change prjects will vary depending n the nature f the change invlved. Clearly where large whle f rganisatin change (e.g. business relcatin) is invlved the cmplexities will be increased and each f the factrs utlined will require fuller cnsideratin. In the case f a small, mre lcalised change (e.g. change in finance system), the need may be less significant. 6. Respnsibility fr identifying, assessing and addressing HSE risks The respnsibility fr identifying, assessing and mitigating HSE risks lies initially with the Change Agent. The Change Agent is respnsible fr managing the verall day t day change management prcess and implementatin, including crdinatin f any different wrk streams that may be required. In sme circumstances this will be ne f the [Yur Cmpany] Supervisrs r culd als be the Managing Directr. It is hwever imprtant t nte that all members f [Yur Cmpany] s wrkfrce will cntinue t be respnsible fr hazard identificatin and in cmpleting incident reprts where incidents r near misses ccur. 6.1 HSE Cntinuus Imprvement [Yur Cmpany] is cmmitted t cntinuus imprvement f ur HSE perfrmance thrugh learning lessns frm the way in which specific change events are managed and implemented. As part f this prcess we will: 7.1 - Planning Reprt n any hazards, incidents r near misses that ccur in respect f the change event; Investigate any incidents and near misses t better understand the reasns fr the incident and hw it can be better mitigated in future. Imprve wrk prcesses and redesign systems t eliminate r reduce any HSE risks resulting frm the change event. 7. Change Management There are a number f steps in planning fr change. These are as fllws: Planning Cntext Critical t successful change is gd planning. Successfully managing the cmplexity f change is virtually impssible withut a rbust plan that is supprted by strng prject 3
management. A change management plan shuld be develped by [Yur Cmpany] fr each change event. Such a plan is imprtant t help the rganisatin t: Take stck f their current psitin; Identify what is t be achieved, and what the future psitin fllwing the change is expected t be; Detail precisely the wh, what, when, where, why and hw f achieving and implementing the change bjectives; Assess the impact f the change n the rganisatin and the peple within it, as well as ther stakehlders (Health Safety and Envirnment); and Ensure alignment with the rganisatin s wider business mdel/strategy A gd change planning prcess invlves: 7.2 - Clear Visin Setting a clear visin fr the change which is aligned with the rganisatin s visin and missin Dcumenting the case fr change, and Develping the change plan. The starting pint and fcus f successful change planning is having a clear visin abut what the scpe and impacts f the future changed state will be. If the change visin is nt clear r shared, cmmitment is unlikely, and change effrts will be shrt-lived at best and will likely fizzle ut. Further, withut a clear visin, change effrts can easily disslve int a list f cnfusing tasks, directives and smetimes incmpatible prjects that can take the rganisatin in the wrng directin r nwhere at all. The visin shuld prvide the directin, which ties everything tgether, shwing where individual prjects and initiatives fit int the big picture. 7.3 - Dcument the Case fr Change and the Visin T ensure clarity abut the change (and t prvide a clearer picture f the magnitude and cmplexity f what is invlved) the fficers respnsible fr managing each change event (Change Manager) shuld dcument: Why the initiative is being undertaken - What are the business drivers? What utcmes and bjectives the change is seeking t achieve, and Hw the change will benefit stakehlders, the rganisatin and the [Yur Cmpany] verall 7.4 - Develp Change Plan and Measures The [Yur Cmpany] Change Manager shuld develp a Change Plan fr each event that shuld state: The bjectives t be achieved by the change; The prpsed new directin, cre business, structure and staffing 4
arrangements t accmmdate the change (if applicable); Hw the change is t be implemented, including hw the change will be cmmunicated t the wrkfrce and ther stakehlders; The resurces t be used, and the timelines; The ptential HSE impacts and risks; The relevant human resurces principles and plicies t be applied, particularly in relatin t staffing issues; and The means by which perfrmance in the changed envirnment will be assessed in relatin t the stated bjectives; i.e. hw the rganisatin will knw when it has achieved the desired change (Perfrmance indicatrs and measures). 8. Defined Gvernance Strng gvernance and assciated reprting arrangements need t be established t drive and mnitr change. Change management gvernance invlves establishing apprpriate rles, respnsibilities and a structure within the rganisatin t ensure a successful change. While each change prcess will adpt a gvernance structure suitable t its specific cntext and gals, the fllwing basic change gvernance rles shuld be used by [Yur Cmpany] when establishing a change gvernance structure. Steering Cmmittee. The Steering Cmmittee prvides verall versight fr the change prcess, setting the directin and prviding leadership. It als ensures that the change prcess remains aligned with the rganisatin s strategic visin and directin (this will nly be emplyed in mre significant change events). Change Spnsr. The Change Spnsr has ultimate respnsibility fr the change and fr building cmmitment fr the change, particularly frm leaders acrss the rganisatin. This wuld usually be the [Yur Cmpany] Managing Directr. Change Agent. The Change Agent is respnsible fr managing the verall day t day change management prcess and implementatin, including crdinatin f any different wrk streams that may be required. In sme circumstances this will be ne f the [Yur Cmpany] Supervisrs r culd als be a Directr). 9.1 Rle 9. Cmmitted Leadership The rle f leadership in any change management effrt cannt be underestimated, and is the number ne cntributr t change success. 9.2 Visible Supprt - Setting the Example Successful change management requires a large cmmitment frm the [Yur Cmpany] CEO, regardless f whether the change is ccurring in ne sectin r acrss the whle rganisatin. Change is inherently unsettling fr peple, and when it is happening all eyes 5
turn t the rganisatin s leaders fr supprt and directin. 9.3 Cntinuus Engagement A key rle f the Change Spnsr is t ensure that the rganisatin s emplyees cntinue t be invlved thrughut the change. Their engagement is necessary thrughut the full change prject life cycle, as acceptance f the change must be evident in each phase, frm initiatin and planning thrugh t implementatin, with leaders exhibiting stamina and patience thrughut the prject t cntinuusly engage with stakehlders. Key respnsibilities fr an rganisatin s leaders thrughut the change prcess are t: Assess readiness and make adjustments. Take actin t reslve issues. 10.1 Cmmunicatin 10. Infrmed Stakehlders It is [Yur Cmpany] s wrkfrce that will make change happen - nthing mves frward withut engaged, mtivated emplyees. T d that, [Yur Cmpany] Management will need t prvide emplyees with an explanatin fr the reasns why the change is happening and its benefits. Emplyees als need t have an pprtunity t express their views and cntribute their wn ideas abut hw it might be implemented. 10.2 The Purpse f Change Cmmunicatin One f the mst challenging and demanding aspects f any change prject is cmmunicatin. T achieve effective cmmunicatin requires a deliberate plan fr determining wh needs t understand the what, why, when and hw f the change. Gd cmmunicatin frms a significant part f the Change Plan. 10.3 Change Cmmunicatin Fundamentals While there is n ne perfect way t cmmunicate change, and [Yur Cmpany] shuld incrprate the fllwing elements in its cmmunicatin apprach: Clearly cmmunicate the change visin and d it early Outline the benefits and impacts f the change. Ensuring that any changes in HSE plicy and prcedures are highlighted. Ensure the CEO actively cmmunicates thrughut the change prcess. Prvide pprtunities fr dialgue. Repeat change messages ften. Mnitr and measure the effectiveness f cmmunicatins. 6
11.1 Peple Impacts 11. Aligned Wrkfrce It is essential t identify the human capital impacts f a change effrt n the wrkfrce. Management shuld develp a wrkfrce plan that ensures that the rganisatin has an adequately skilled wrkfrce t supprt its pst-change needs. 11.2 Organisatinal Needs Assessment A first step in the wrkfrce planning prcess is fr [Yur Cmpany] Management t cnduct an rganisatinal needs assessment. This will invlve the fllwing issues: Future resurce rles and needs: What new rles are needed? What are the respnsibilities assigned t each rle? What are the HSE implicatins? Hw many peple are required in each f these rles? Are wrk lcatin changes required? Is there an adequate supply f peple fr the new rles? Skills and Cmpetencies: What new cmpetencies will be required fr the rles? What skills, educatin, knwledge, r wrk experiences shuld the resurces have fr each identified cmpetency? After determining the rganisatin s wrkfrce needs in the changed envirnment, Management shuld determine the cmpetencies f the rganisatin s current wrkfrce, and identify and address the gaps between future needs and current wrkfrce cmpetencies. 11.3 Wrkfrce Develpment [Yur Cmpany] management shuld seek t address any gaps between the existing capacity f the wrkfrce and the anticipated future requirements thrugh initiatives such as: perfrmance management; creating individual develpment plans; r training and educatin. Sign Off Managing Directr Date Revisin 12/12 t be revised 12/13 7