change management, 'what is working in the real world.'- hrpa niagara - september 2014

Change Management

What is working in the real world of Niagara business….

….and the critical role of HR

triggerstrategies.ca

Neil Thornton

@neilathornton

"Consider how hard it is to change yourself and you'll

understand what little chance you have of changing others."

- Jacob M. Braude

“If you don’t like change, you will like irrelevancy even less!”

- Tom Peters

No FEAR!!

“People do not resist change.They resist the uncertainty

change that is perceived forced on them.”

Rule:

Our goal for today ….

This will not be about theories and vague concepts.

We will share real examples of what a number of innovative and leading companies in Niagara are doing, right now, to drive change and build a culture of inclusion and engagement.

Clear action steps and trends for you to take back and apply to your organization.

Real world examples and success stories.

Open dialogue….

How is change effecting your organization?

What are some things you are doing to manage change?

To drive change, 4 key elements MUST be in place:

If any of these are missing, conflict will exist

A clear VISION and STRATEGY

A group of STRONG LEADERS driving goals

A sense of URGENCY

EVERYONE INVOLVED in planning and KNOWING the business reality

Top 6 business lessons we have learned:

1. Change is part of your culture 2. Clear expectations are needed3. 90 day plans with reporting4. The more people involved, the better5. Don’t forget the recognition6. It’s all about leadership

and one more….

Wait…one moreThe danger of accountability

Accountability partners:

It also comes down to employee engagement.

What we have learned…

1. Clear expectations 2. Fingerprints3. 90 day plans4. Recognition5. Business thinkers6. Resisting technology is futile7. Managing generations8. Urgency to hit goals!

3 Case studies

Industry: Company Size:

1. Situation-Overview2. Steps taken3. What happened

Case study #1

Industry: Tool and Die Company Size: 45 Employees

Situation-Overview Second generation company, looking to adjust markets, wanted to build on a vision and clear goals, wanted sustained growth.

Case study #1


Steps:1. Senior managers developed a clear picture

of achievable, but stretch goals. 2. Every employee in the company developed

own personal vision and goals. 3. Tested contribution daily and reported

‘wins’ every week. Everyone was part of the company’s success and growth.

Case study #1


What happened:Original vision was ‘3X5’, triple the business in 5 years. Achieved the vision and goals in less than 4 years, developed new markets, attracted key contributors to the team.

Case study #2

Industry: Industrial Retail Company Size: 18 Employees

Situation-Overview Wanting to grow sales and service to better compete. Wanted to engage all employees in new market demands and idea generation. Two separate retail locations.

Case study #2


Steps:1. Brought entire team together for a

series of off-site strategy meetings.

2. Company formed two groups, one focused on sales, the other

on service.3. Initiatives developed were executed by

everyone at all levels.

Case study #2


What happened:Employees felt recognized and empowered. Great ideas were generated and people ‘owned’ the stake in the outcome. Sales and service dramatically increased. Two locations came together. The owners felt a significant reduction of stress.

Case study #3

Industry: Heavy Construction Company Size: 150 Employees

Situation-Overview Company enjoyed 30 years of success, but now competing more on price from larger competitors coming into area. Service offering was always a benefit, but larger growth with more people creating conflict between departments and losing edge they once had. Stress was high to maintain market share and keep up morale.

Case study #3


Steps:1. Owner, managers and team developed

clear vision together.2. Employee sessions brought people

together, asked opinions, contributed.3. Small, intense focus groups kept up

momentum and action.

Case study #3


What happened:Departments came together in cooperation. Shared expectations reduced conflict and fighting for resources. Employees felt part of ownership and kept management on track with accountability structures and commitments. They regained lost market share.

Found via Yvonne Nasri, CAA posted on LinkedIn

I will post this for everyone…..

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Thank You
