Managementul schimbarii, factor critic de succes pentru transformarea afacerii Solutii practice pentru iesirea din criza Bucuresti, 23 Octombrie 2009 Sorin Buga: 4 0755 044134 sorin.buga@ensight.ro Manfred Schmauch: 4 0745 333788 manfred.schmauch@ensight.ro..
2 Agenda Ce este managementul schimbarii? definitia noastra Zone de actiune pentru aplicarea managementului schimbarii Metodologii selective Intrebari si raspunsuri / discutii
3 Ganditi allinclusive! Strategie Procese Managementul Programelor / Proiectelor Motivare Communicare / mobilizare Organizare Sisteme Capabilitati Leadership Cultura Elementele care lipsesc sau care sunt gresite in ADNul companiei se numesc MUTATII. Mutatiile sunt boli si pot conduce la moarte! Managementul Schimbarii = Management Comprehensiv
4 Managementul Schimbarii / Comprehensiv MANAGEMENTUL SCHIMBARII...... este in primul rand responsabilitatea managementului.... sustine in mod sistematic si sustenabil transformarea organizatiilor si atingerea obiectivelor de afaceri.... ia in considerare toate aspectele relevante in mod comprehensiv in cadrul proceselor de schimbare cerute sau dorite.... trebuie adaptat unor situatii si obiective specifice.
5 Agenda Ce este managementul schimbarii? definitia noastra Zone de actiune pentru aplicarea managementului schimbarii Metodologii selective Intrebari si raspunsuri / discutii
6 Inainte de a intra in practica: Managementul Schimbarii pentru cine, ce face, ce rezultate sa asteptam Managementul schimbarii este pentru: Organizatii care vor sa gestioneze nu doar o companie, ci si oamenii sai, cea mai valoroasa resursa. Companii aflate intrun mediu dinamic, care isi schimba organizarea, procesele si sistemele si care isi implica in mod proactiv si angajatii in aceasta calatorie. Managementul schimbarii realizeaza: Sustine si accelereaza procesele de schimbare si asigura o implementare sustenabila si adaptativa Gestioneaza conflictele si rezistenta la schimbare, comunica si mobilizeaza angajatii Defineste si seteaza cadrul cultural Sustine leadershipul si transforma superiorii in lideri Imbunatatire continua Managementul schimbarii livreaza: Strategia de schimbare, roluri si responsabilitati Analiza detinatorilor de interese, planuri de comunicare si mobilizare, masuri de implementare Plan de actiune si suport pentru leadership Evaluare, design si aliniere culturala Retele de agenti ai schimbarii Planuri de dezvoltare a capabilitatilor
7 Nu exista one change fits all fiecare proiect de schimbare este planificat si condus individual Cerere mandat de management al schimbarii Revizuire & Adaptare 1 Evaluare / Aliniere AsIs Definirea obiectivelor si provocarilor managementului schimbarii Identificarea si analiza detinatorilor de interese Analiza impactului schimbarii 2 Design ToBe Dezvoltarea conceptului de schimbare si a abordarii Elaborarea unui Change Roadmap, a rolurilor si responsabilitatilor Masuri / Feedback pe marginea masurilor implementate Adaptare si dezvoltare ulterioara a masurilor Implementare Implementarea masurilor, de ex. masuri de comunicare, traininguri, workshopuri, evenimente, onboardings, sesiuni de coaching,... 5 4 3 Planificarea in detaliu Masuri detaliate de comunicare si mobilizare Concepte detaliate pentru diverse masuri de schimbare Pregatirea implementarii (onboarding, teambuilding,...)... dar folosind o serie de instrumente si tehnici testate
Impact on success Influence 8 Angajamentul vizibil al managerilor responsabili pentru schimbare faciliteaza mobilizarea pana la nivelul fiecarui angajat Zona de actiune mobilizare & angajament Managementul schimbarii realizeaza... Identifica jucatorii din organizatie si interesele si influenta acestora, le incorporeaza in procesul de transformare si le gestioneaza in consecinta (de ex. solicita responsabilitatea pentru comunicare, atingerea obiectivelor, ) Defineste si aliniaza masurile de comunicare si mobilizare in concordanta cu impactul schimbarii si analiza detinatorilor de interese Stabileste comunicarea deschisa fata in fata Elaboreaza chestionare regulate pentru a intelege atmosfera din organizatie si stabileste masurile de interventie adecvate Managementul schimbarii livreaza... Intelegerea clara a detinatorilor de interese relevanti, a rolurilor si influentei lor in organizatie Preluarea ferma a responsabilitatii pentru schimbarile viitoare si angajamentul vizibil al managerilor Concept de schimbare orientat pe grupuritinta, implicarea regulata a detinatorilor de interese relevanti (de ex. management functional, sindicate, clienti interni, ) Transformarea managerilor in manageri ai schimbarii (e.g. briefings, pachete de comunicare, coaching individual, sesiuni de feedback, ) Revizuiri continue ale schimbarii si feedback cu/catre management pentru stabilirea actiunilor de interventie Instrumente de schimbare (Exemple) Analiza detinatorilor de interese Evaluarea impactului schimbarii Managementul schimbarii/ Targuri de informare Feedback fata de schimbare / Concepte si masuri de barometrul starilor comunicare Unions Dep. Y Dep. X information status Dept manager Ø Board Ø Engagement Powerful business case Clear Vision Leadership Commitment Integrated planning and teams Eficient communication Change cababilities Aligned performance and culture FEED BACK
Core Capabilities Development measures Career Level: Required education, professional experience To ensure payroll services for all <company> employees from A, B, C, D as well as for company group firms X SRL and Y SRL To manage personnel administration related processes and documents flow for <company> employees from : A, B, C, D Provide monthly salary rights computation and payment acc. to payment calendars Ensure monthly closing of payroll accounts according to closing calendars Prepare the accounting for salaries, social contributions and income tax Prepare annual fiscal files for all served employees Prepare and deliver monthly reports to Controlling Draw up the ILA and all documents related to its preparation, modification, termination etc. according to the working instructions and to the legislation in force* Open and update personnel files for all served employees* Collect, check and centralize all timesheets and other related documents Collect and centralize forms for additional payments (e.g. marriage bonus etc.) and issue employee certificates upon request Archive payroll and personnel administration* documents according to company policy Country manager (Payroll and Personnel administration) Team Leads resp. for the same Business Division Team Leads (all PA/PY) Local, Divisional and Corporate HR Corporate Legal Department State authorities Corporate Tax Department Corporate Treasury Department Financial Statements and reporting PA/PY Services and Projects Timely salary payments Timely monthly closing Number of payment errors Utilization of working hours, OVT needed Number of correct, complete and updated personnel files Timely issuing of employee certificates (response time) Timely issuing of addenda (response time) Head of Back Office (Vienna) Various banks External service providers Business representatives 9 Schimbarile la nivel de organizare si procese vor fi acompaniate pas cu pas si vor deveni parte integranta din operatiunile zilnice Zona de actiune organizare si procese Managementul schimbarii realizeaza... Identifica noi cerinte pentru grupurile tinta, implementeaza noi structuri, roluri si profile de competenta, deduce noile cerinte de calificare a angajatilor Analizeaza si implementeaza transferurile de personal (focus pe masurile de retentie pentru angajatiicheie) Dezvolta baza de cunoastere si pune bazele unui mediu de lucru care faciliteaza dezvoltarea continua a organizatiei, imbunatatirea continua bazata pe calitate si implementarea obiectivelor (de ex. procese, interfete) Implementeaza dezvoltarea angajatilor ca o parte integranta din procesul de management (leadership) Managementul schimbarii livreaza... Noi profile de rol, aliniate cu managementul si cu restul organizatiei Competentecheie pastrate, noi capabilitati dezvoltate sau recrutate Intelegere clara a unui posibil deficit sau surplus de resurse, stabilirea transferurilor de personal necesare. Stabilirea dezvoltarii angajatilor si a carierei ca o activitate centrala de management Calitate si rezultate imbunatatite la nivelul proceselor si fluxurilor de lucru realizate cu ajutorul echipelor si institutionalizate Instrumente de schimbare (Exemple) Profile de rol/ fise de post/ aliniere functionala Managementul competentelor Model de cariera high Expert Manager Department level level manager level Senior AP 6 Process manager Model de angajare / recrutare Mission Descrieri ale functiilor organizationale Current Profile Required Profile Identified Gaps 5 AP Senior AP Process Team lead manager 1. 2. 3. 4. Basic Skilled Detailed Expert 1 3 4 1. 2. 3. 4. Basic Skilled Detailed 1 3 4 Expert 1. 2. 3. 4. Basic Skilled Detailed Expert 1 3 4 AP Senior 4 Expert AP Senior 3 Accountant AP 2 Accountant AP Junior 1 Accountant AP Team lead AP Junior Team lead Main responsibilities Main organisational relationships Performance measurement low Functional Level: Complexity of the Job / function high
Impact on success Influence Q 1 2 2009 Project 6 Project 4 Project 3 Project 1 Q 3 2009 Project 5 Q 4 2009 Project 2 Project 7 Q 1 2010 Project 15 Project 12 Project 8 Q 2 2010 Project 9 Q 3 2010 Project 10 Project 11 Q 4 2010 Project 14 Project 13 10 Conflictele si rezistenta in organizatie vor fi identificate in mod regulat si combatute prin metode targetate Zona de actiune conflicte si rezistenta Managementul schimbarii realizeaza... Dezvolta o intelegere solida a situatiei si a implicatiilor pentru diversi detinatori de interese, adreseaza temerile, zvonurile si asteptarile Clarifica nevoia si intentia schimbarii solicitate printro poveste consistenta de transformare pe o axa a timpului Utilizeaza canale de comunicare top down si bottom up comunica onest, rapid, la timp si eficient cu diverse grupuri tinta Dezvolta si utilizeaza agenti ai schimbarii inainte de implementarea masurilor Managementul schimbarii livreaza... Cerinte clare pentru unituri / detinatori de interese, intelegerea atmosferei generale si a starii personalului, identificarea posibilelor lipsuri in comunicare Intelegerea clara a detinatorilor de interese relevanti, a rolului si influentei lor in cadrul organizatiei Comunicarea si intelegerea viziunii, strategiei si motivatiei schimbarii Preluarea specifica a responsabilitatii pentru schimbarile viitoare de catre management Feedback regulat din partea organizatiei si a comisiilor pentru implementarea unor masuri de interventie rapida Instrumente de schimbare (Examples) Analiza detinatorilor de interese Retele de agenti ai schimbarii Plan si concept de comunicare Planificarea schimbarii / transformarii Unions Dep. Y Dep. X information status Dept manager Ø Board Ø Engagement steering committees Information Event Onboarding Events Info Letter Info Flyer IT Info Existing media 2005 June July August September October November December Kick Off SAP Kick Off Onboarding Package IT Newsletter Branches Info Event internal events on demand Image Campaign on demand article magazine article magazine article magazine internal news internal news internal news ad hoc information for internal and external media as press releases etc. Core Team Meeting Job Fairs JF1 JF2 JF3 JF4 JF5 JF6 No1 No 2 PIN (3) IT employee PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT employee Info (1) Info (2) Orga Capabilities Processes Systems HR Management ERP Sounding Board
Rigid 4 5 6 Flexible Authoritative 4 5 6 Participative Control culture 4 5 6 Trusting Bureaucratic 4 5 6 Entrepreneurial Island thinking 4 5 6 Integrated Short term 4 5 6 Long term focus focus Employee 4 5 6 Task focused focused Internally 4 5 6 Client/ market oriented focused Reactive 4 5 6 Proactive Uninterested 4 5 6 Enthusing Slow 4 5 6 Quick Preserving 4 5 6 Innovative Timid 4 5 6 Bold Customer How does the Customer characterise us? Customer 2 Customer 1................. Process/org 9 Process/org 8 Process/org 7 Process/org 6 Processes/ Organization By what is our Collaboration deterrmined? Customer 4 Customer 3 Process/org 5 Process/org 4 Customer 5 Process/org 3 Customer 7 Customer 6 Process/org 2 Process/org 1................. Shareholder 1 Shareholder 2 Employee 8................. Employee 7 Shareholder 3 Employee 6 Shareholder 4 Employee 2 Employee 3 Employee 4 Employee 5 Shareholder 5 Employee 1 Shareholder What do the Shareholder think?................. Employees Which Values form our Relations? Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 *) calendar to be clarified Endtoend processes defined Blueprint defined *) due date to be clarified with process team *) due date to be clarified with SAP team SAP AA Go Live! May 06 SAP FI/CO Go Live! HQ 11 Adaptarea culturii angajatilor este una dintre cele mai dificile sarcini si necesita o planificare pe termen lung Zona de actiune cultura Managementul schimbarii realizeaza... Ofera o imagine a culturii companiei si identifica facilitatorii si obstacolele in cultura actuala Dezvolta o noua cultura organizationala (tobe culture) care implica angajatii si managementul Dezvolta masuri de implementare si le incorporeaza in transformation roadmap Identifica si nominalizeaza sponsorii pentru implementare si transfera responsabilitatea pentru o implementare de succes Aliniaza top managementul si solicita angajamentul acestora pentru noul model cultural Managementul schimbarii livreaza... Masuri concrete pentru implementarea unor valori abstracte cum ar fi orientarea catre client, schimbul de informatie sau spiritul de echipa Stabileste prerechizitele pentru o organizatie care invata printro intelegere diferita a companiei precum si a instrumentelor care sunt incorporate in procese Identificare mai puternica cu organizatia (cu obiectivele si valorile acesteia) O noua cultura in care managementul ofera modele de rol ancorate in procese si organizare Instrumente de schimbare (Exemple) Evaluarea culturii CultureScorecard Ghid de leadership Plan si concept de dezvoltare Team Building Topic Jun 06 Prep. process training supprt Prep. SAP training support Trainers onboarding AA Trainthetrainer Enduser class training Enduser onthejob training Prep. process training supprt Prep. SAP training supprt AP, AR, FICO trainers onboarding GL, FICO Trainthetrainer CO FICO Enduser class training FICO Branch training Branch HQ process training other branches SAP CoE startup
Core Capabilities Development measures Career Level: Required education, professional experience Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 *) calendar to be clarified Endtoend processes defined Blueprint defined *) due date to be clarified with process team *) due date to be clarified with SAP team SAP AA Go Live! May 06 SAP FI/CO Go Live! HQ 12 Dupa schimbarile tehnice, adaptarea calificarii angajatilor este un elementcheie in managementul schimbarii Zona de actiune calificare si dezvoltare Managementul schimbarii realizeaza... Defineste noi cerinte / competente pentru diverse grupuritinta Planifica si livreaza masuri de calificare specifice grupurilortinta (concepte de training si planuri detaliate de training) Califica manageri, angajati, traineri, agenti ai schimbarii (train the trainer, leadership coaching, agenti ai schimbarii, ) Aliniaza capabilitatile cerute cu dezvoltarea organizatiei pe termen lung Managementul schimbarii livreaza... Noi profile de rol, aliniate cu afacerea Identifica si retine competentelecheie si angajatiicheie Analizeaza cerintele de dezvoltare pe baza necesitatilor organizationale si procesuale (de afaceri) deduce conceptele si planurile de training specifice pentru diverse grupuritinta Manageri si angajati calificati in acord cu noile cerinte Retea proprie de traineri si agenti ai schimbarii Dezvoltarea angajatilor devine o sarcina a managementului pe termen lung Instrumente de schimbare (Exemple) Managementul competentelor Model de cariera high Expert Manager Department level level manager level Senior AP 6 Process manager Leadership Coaching Concept si plan de training Topic Jun 06 Prep. process training supprt Prep. SAP training support Retea de agenti ai schimbarii si training Basic Current Profile 1. 2. 3. 4. Skilled Detailed Expert Required Profile 1. 2. 3. 4. Basic Skilled Detailed Expert Identified Gaps 1. 2. 3. 4. Basic Skilled Detailed Expert 5 4 AP Senior Expert AP Senior AP Process Team lead manager AP Team lead Trainers onboarding AA Trainthetrainer Enduser class training Enduser onthejob training Prep. process training supprt 1 3 4 1 3 4 1 3 4 AP Senior 3 Accountant AP Junior Team lead Prep. SAP training supprt AP, AR, FICO trainers onboarding GL, FICO Trainthetrainer CO FICO Enduser class training AP 2 Accountant AP Junior 1 Accountant FICO Branch training Branch HQ process training other branches SAP CoE startup low Functional Level: Complexity of the Job / function high
Impact on success Influence 13 Managerii sunt actorii de baza ai schimbarii Managementul schimbarii ii pregateste adecvat pentru acest rol Zona de actiune dezvoltarea leadershipului Managementul schimbarii realizeaza... Pregateste managementul in mod activ pentru noul lor rol in procesul de schimbare, de ex. reducerea de personal, gestionarea temerilor si a rezistentelor, motivarea angajatilor, suport pentru implementare, Selecteaza manageri de proiect / program de transformare puternici, cu reputatie si acceptati Defineste roluri si responsabilitati clare pentru toti managerii si principiile de leadership Ofera managerilor coaching individual Managementul schimbarii livreaza... O imagine clara a celor mai potriviti driveri ai schimbarii Manageri puternici si angajati care livreaza si comunica de asemenea si masurile incomfortabile si care isi imping angajatii spre atingerea obiectivelor setate Manageri de proiect care genereaza schimbari in mod proactiv Intelegere comuna a leadershipului, voce unitara Angajament vizibil al managementului pentru schimbarile propuse Instrumente de schimbare (Exemple) Leadership coaching Ghid de leadership Analiza detinatorilor de interese Dept manager Ø Intalniri / cercuri de leadership dept. / crossfunctionale Concept si plan de comunicare si mobilizare steering committees Information Event 2005 June July August September October November December Kick Off SAP Kick Off Branches Info Event internal events on demand Image Campaign Core Team Meeting Job Fairs JF1 JF2 JF3 JF4 JF5 JF6 Dep. Y Board Onboarding Events Onboarding Package Unions Dep. X information status Ø Engagement Info Letter on demand No1 No 2 Info Flyer PIN (3) IT employee PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT Info IT Newsletter IT employee Info (1) Info (2) article magazine article magazine article magazine Existing media internal news internal news internal news ad hoc information for internal and external media as press releases etc.
Q 1 2 2009 Project 6 Project 4 Project 3 Project 1 Q 3 2009 Project 5 Q 4 2009 Project 2 Project 7 Q 1 2010 Project 15 Project 12 Project 8 Q 2 2010 Project 9 Q 3 2010 Project 10 Project 11 Q 4 2010 Project 14 Project 13 14 Regula de baza a transformarii este aliniererea si vocea unica a leadershipului in legatura cu schimbarile dorite Zona de actiune (re)orientare si aliniere Managementul schimbarii realizeaza... Defineste si comunica o viziune clara Sustine dezvoltarea in comun a caii de transformare (proiecte, roluri si responsabilitati, transformation roadmap, ) Clarifica rolurile si responsabilitatile pentru schimbare Asigura alinierea continua a detinatorilor de interese (crossfunctionala) Implica reprezentantii angajatilor din timp Managementul schimbarii livreaza... O imagine clara in cadrul organizatiei despre obiectiv si calea pana la acesta (viziune / misiune / transformation roadmap) O intelegere clara a detinatorilor de interese relevanti in organizatie si a influentei acestora Preluarea vizibila a responsabilitatii pentru schimbari de catre management; sponsorii schimbarii asigura desfasurarea cu succes a proceselor de schimbare in aria lor de responsabilitate Plan si obiective de transformare aliniate cu angajatii Instrumente de schimbare (Exemple) Declaratie de viziune/misiune Leadership Kick Off Leadership Forum Leadership Coaching Targuri de informare Planificarea schimbarii / transformarii Vision Orga Mission Capabilities Strategy Processes Systems HR Management ERP
15 Agenda Ce este managementul schimbarii? definitia noastra Zone de actiune pentru aplicarea managementului schimbarii Metodologii selective Intrebari si raspunsuri / discutii
16 Nevoile de schimbare asteptate pentru cresterea rapida si provocarile viitoare de dezvoltare sunt.. Metodologii selective: Planificarea Managementului Schimbarii Nevoia de schimbare Elemente si exemple Angajamentul, suportul si stabilitatea deciziilor la nivel de top management Echipe foarte eficiente si retele crossfunctionale Managementul cunostintelor critice Ancorarea managementului schimbarii in lucrul zilnic In acord cu evaluarea si designul schimbarii Dezvoltarea leadershipului schimbarii Echipe foarte performante Managementul cunoasterii Dezvoltarea capabilitatilor de management al schimbarii Continuarea managementului schimbarii Elementele vor fi specificate Workshop de clarificare a obiectivelor (cu executivii) Plan de comunicare pentru management Alocarea membrilor in echipa de proiect Onboardings, traininguri Managementul competentelor Definirea sistemului si procesului de management al cunoasterii Implementarea si monitorizarea KM Analiza detinatorilor de interese Retele de agenti ai schimbarii Traininguri de managementul schimbarii...
Core Capabilities Development measures 17 Capabilitatile critice pentru dezvoltarea si cresterea viitoare a companiei vor fi identificate si dezvoltate Metodologii selective: Managementul competentelor Care sunt competentele de care au nevoie oamenii nostri pentru cresterea si succesul viitoare ale companiei? In ce masura sunt necesare anumite cunosinte si o anumita experienta pentru diverse functii? Ce competente au angajatii nostri? Comparatie intre evaluarea calificarii angajatilor si cerintele curente si cele viitoare Train, coach, dezvoltare On si off the job Specify required skills Elaborate current and required profiles Identify gaps Close gaps 1. 2. 3. 4. Skilled Detailed Basic Current Profile Expert 1 3 4 Required Profile 1. 2. 3. 4. Basic Skilled Detailed Expert 1 3 4 Basic Identified Gaps 1. 2. 3. 4. Skilled Detailed Expert 1 3 4
New/potential employees Existing employees 18 Un design comprehensiv al comunicarii asigura interactiunea specifica a grupurilortinta din cadrul companiei Metodologii selective: Planificarea comunicarii Analiza AsIs Design ToBe Implementare Feedback Intelegerea strategiei de comunicare interna a companiei Analiza grupurilor tinta si a cerintelor de comunicare si a barierelor Dezvoltarea scenariului de schimbare, inclusiv mesajele si do s & dont s Selectarea si dezvoltarea canalelor si masurilor specifice grupurilor tinta Implementarea masurilor Validarea efectului canalelor si masurilor utilizate si initierea imbunatatirilor / adaptarilor Intelegerea programului de dezvoltarea si a provocarilor istorice Definirea planului de comunicare Definirea modelului de guvernanta pentru comunicare, roluri si resp. Grupuri tinta nevoi de comunicare Masuri si canale de comunicare Matricea grupuri tinta/ masuri Plan de comunicare specific grupurilor tinta Target groups Finance/Controlling/IT employees branches headquarter Petrom employees staffed for service centre BU Management Project Core Team New employees for SC Graduates/Public Communication needs Existing employees, especially in the branches, feel insecure about upcoming changes. They fear loosing their job or not meeting the new requirements. They need information about upcoming changes. Employees for the service centre are motivated for new challenges and at the same time unsecure about their new role. They need a clear description of their new task and information about trainings. Management of business units would like to know if their needs are well understood and would like to know the status of the projects. As a consequence mutual understanding and collaboration has to be strengthened. Project team members need information about project approach, rules and activities of other streams for efficient project work New employees are motivated for new challenges and curious about their new tasks. They need information about the company and their tasks for quick onboarding. Graduates compare critically the offer of companies. Their expectations are high concerning salary, fringe benefits, personell development and traininee and internships. The public is interested in the performance of Petrom to get an impression about future developments. Kickoffs Workshops Dialogue Focus interviews Temperature check Intranet Roadshows/ info fairs Onbaording events Meetings Milestone Celebration Get together Communication / Mobilization Toolbox Motivation events Information corner Rollout preparation meetings Forum Management letter Information Onboarding Info Letter Info Flyer IT Info Existing Media Events Events Other Job Fair PIN IT Info internal external Management A IT Employees B Finance & Management C Services, Controlling Employees D Employees staffed for SC E BU Management F Project Core Team G New employees for SC H All other Petrom employees Graduates/Public * Project team receives information through all other media depending on their assignment to a specific target group A,B,C different content for different target groups of a specific media steering committees Information Event Onboarding Events Info Letter Info Flyer IT Info Existing media 2005 June July August September October November December Kick Off SAP Kick Off Onboarding Package IT Newsletter Branches Info Event internal events on demand Image Campaign on demand article magazine article magazine article magazine internal news internal news internal news ad hoc information for internal and external media as press releases etc. Core Team Meeting Job Fairs JF1 JF2 JF3 JF4 JF5 JF6 No1 No 2 PIN (3) IT employee PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT employee Info (1) Info (2)
Procesul de filtrare / prioritizare 19 In cadrul evaluarii culturale, trebuie initial identificat si prioritizat facilitatorul cultural din <companie> Metodologii selective: Evaluare culturala Analiza si designul culturii companiei Interviuri cu liderii organizatiei (all parties ): Ce influenta are cultura asupra succesului dezvoltarii? Ce dimensiuni sunt critice pentru succesul dezvoltarii? (definirea scorecardului) Evaluarea situatiei AsIs pentru dimensiunile culturale definite anterior Evaluarea dimensiunilor tinta (= cultura ToBe) Culture Scorecard, caracteristica culturii companiei Customer How does the Customer characterise us? Customer 2 Customer 1................. Customer 4 Customer 3 Customer 5 Customer 7 Customer 6 Shareholder 1 Shareholder 2 Shareholder 3 Shareholder 4 Shareholder 5 Shareholder What do the Shareholder think?................. Interviuri cu top managementul 30 Dimensiuni Filtru I 15 Dimensiuni Process/org 9 Process/org 8 Process/org 7 Process/org 6 Processes/ Organization By what is our Collaboration deterrmined? Process/org 5 Process/org 4 Process/org 3 Process/org 2 Process/org 1................. Employee 8................. Employee 7 Employee 6 Employee 2 Employee 3 Employee 4 Employee 5 Employee 1 Employees Which Values form our Relations? Intalniri cu liderii: specific pentru Arii Filtru II Top 5 8 dimensiuni pentru un followup specific fiecarei zone Doua analize: 1. Area A vs. Area B vs. Area C... 2. Areas A B C... vs ToBe = gaps
20 Pentru fiecare facilitator cultural prioritizat vor fi definite obiective clare si vor fi propuse masuri specifice pentru implementare Metodologii selective: Evaluare culturala Facilitator prioritizat Obiective Masuri pentru implementare (ex.) Customer Processes / Organization Driver of innovation High Service Orientation Clear Decision making process Relevanz of competencies Personal Networks Strong Client Focus Leadership Princoples Strong competitive position WorkLife Balance Learning culture Realization of Synergies High ROI Career Chances Shareholder Comunicare/ Communication / Interaction Interactiune Employees Intarirea comunicarii personale Incurajarea si dezvoltarea interactiunii Intarirea comunicarii deschise Comunicarea orientata pe grup tinta Vizite ale managementului Odata pe saptamana open management door, mgmt raspunde intrebarilor angajatilor Utilizarea telefonului in loc de email Business Lunches / After Hours mgmt si angajati Sesiuni de intrebari si raspunsuri pt angajati Prezenta mgmt la intalniri cu angajatii Incurajarea angajatilor de a pune intrebari si a raspunde la toate mailurile Includerea intrebarilor critice in planificarea comunicarii Comunicarea intrebarilor critice in mod proactiv, daca se considera necesar Customizarea comunicarii in acord cu nevoile diverselor grupuri tinta (continut, utilizarea cuvintelor, a frazelor, a limbii, instrumente si masuri utilizate, frecventa etc) Definirea nevoilor de informatie relevante pentru grupurile tinta Adaptarea listelor de distributie a corespondentei, evitarea comunicarii duble
21 Planul de management al schimbarii va fi elaborat, acoperind in detaliu toate nevoile de schimbare identificate pentru o companie Plan de management al schimbarii (exemplu) Focus Analiza AsIs Design ToBe Way Forward May June July Aug. Activitati 1. Alinierea mgmt EC 1 prepresent & LC ABC 1 ABC 2 ABC 3 ABC 3 Quarterly Management Meeting incl. Strategy workshop (tobe) LC LC LC EC 2 LC EC 3 LC prepresent & LC prepresent & LC FAQ for senior / middle management EC 4 prepresent & LC 2. Comunicare si mobilizare 3. Suport pentru implementare 4. Dezvoltare si training pentru schimbare Communication Matrix Plant / department multipliers workshop Project newsletter Project newsletter Project newsletter Skills assessment (selective) Change readiness assessment Training needs assessment Information fairs / roadshow Training concept and program (SAP, nonsap) 5. Echipe foarte performante Joint team kickoff Team temperature checks Team ground rules TMM TMM TMM TMM Joint team dinner LC = Leadership circle TMM = Team milestone meetings
22 Agenda Ce este managementul schimbarii? definitia noastra Zone de actiune pentru aplicarea managementului schimbarii Metodologii selective Intrebari si raspunsuri / discutii