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2000 - 2009 by Ensight Management Consulting. All rights reserved.
Sorin Buga: +4 0755 [email protected]
Manfred Schmauch: + 4 0745 [email protected]
Solutii practice pentru iesirea din criza
Bucuresti, 23 Octombrie 2009
Managementul schimbarii, factor critic de succes pentrutransformarea afacerii
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2
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
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Ganditi all-inclusive!
3
Strategie
Organizare
Procese
Sisteme
Communicare /mobilizare
ManagementulProgramelor /
Proiectelor
Cultura
Leadership
Motivare
Capabilitati
Elementele carelipsesc sau care suntgresite in ADN-ulcompaniei se numescMUTATII.
Mutatiile sunt boli sipot conduce lamoarte!
Managementul Schimbarii = Management Comprehensiv
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Managementul Schimbarii / Comprehensiv 4
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 modcomprehensiv in cadrul proceselor de schimbare cerute sau
dorite.
... trebuie adaptat unor situatii si obiective specifice.
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All rights reserved
5
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
Inainte de a intra in practica: Managementul Schimbarii pentru cine,ce face, ce rezultate sa asteptam
6
Managementul schimbarii este pentru:
Organizatii care vor sa gestioneze nu doar o companie, ci si oamenii sai, cea mai valoroasa resursa.Companii aflate intr-un mediu dinamic, care isi schimba organizarea, procesele si sistemele si care isiimplica in mod proactiv si angajatii in aceasta calatorie.
Managementul schimbarii realizeaza:
Sustine si accelereaza procesele de schimbare si asigura o implementare sustenabila siadaptativa
Gestioneaza conflictele si rezistenta la schimbare, comunica si mobilizeaza angajatii
Defineste si seteaza cadrul cultural
Sustine leadership-ul 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
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Nu exista one change fits all fiecare proiect de schimbare esteplanificat si condus individual
7
Masuri / Feedback pemarginea masurilorimplementate
Adaptare si dezvoltareulterioara a masurilor
Cerere +
mandat de
management al
schimbarii
Revizuire & Adaptare
Implementarea masurilor , de ex.masuri de comunicare, traininguri,workshop-uri, evenimente,onboardings, sesiuni de coaching,...
Implementare
Evaluare / Aliniere As-Is
Definirea obiectivelor si provocarilor managementuluischimbarii
Identificarea si analiza detinatorilor de interese Analiza impactului schimbarii
Design To-Be
Dezvoltarea conceptului de schimbare si a
abordarii Elaborarea unui Change Roadmap, arolurilor si responsabilitatilor
Planificarea in detaliu
Masuri detaliate de comunicare simobilizare
Concepte detaliate pentru diverse masuri
de schimbare Pregatirea implementarii (onboarding,
teambuilding, ...)4
1
2
3
5
. . . dar folosind o serie de instrumente si tehnici testate
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8 Angajamentul vizibil al managerilor responsabili pentru schimbarefaciliteaza mobilizarea pana la nivelul fiecarui angajat
Zona de actiune mobilizare & angajament
Identifica jucatorii din organizatie si interesele siinfluenta acestora, le incorporeaza in procesul detransformare si le gestioneaza in consecinta (de ex.solicita responsabilitatea pentru comunicare,atingerea obiectivelor, )
Defineste si aliniaza masurile de comunicare simobilizare in concordanta cu impactul schimbarii si
analiza detinatorilor de interese Stabileste comunicarea deschisa fata in fata
Elaboreaza chestionare regulate pentru a intelegeatmosfera din organizatie si stabileste masurile deinterventie adecvate
Intelegerea clara a detinatorilor de interese relevanti, arolurilor si influentei lor in organizatie
Preluarea ferma a responsabilitatii pentru schimbarileviitoare si angajamentul vizibil al managerilor
Concept de schimbare orientat pe grupuri-tinta,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, coachingindividual, sesiuni de feedback, )
Revizuiri continue ale schimbarii si feedback cu/catremanagement pentru stabilirea actiunilor de interventie
Managementul schimbarii/Concepte si masuri de
comunicare
Analiza detinatorilor de interese Evaluarea impactului schimbarii Feedback fata de schimbare /barometrul starilor
Targuri de informare
Managementul schimbarii realizeaza...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza...
FEED-
BACK+-+
-
Impactonsuccess
information status
Dept manager
Board
Unions
Dep.X
Dep.Y
+-
-
+
Influence
Engagement
Powerful business case
Clear Vision
Leadership
Commitment
Integratedplanning andteams
Eficientcommunicatio n
Change cababilities
Alignedperf ormance andculture
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9Schimbarile la nivel de organizare si procese vor fi acompaniate pascu pas si vor deveni parte integranta din operatiunile zilnice
Zona de actiune organizare si procese
Identifica noi cerinte pentru grupurile tinta,implementeaza noi structuri, roluri si profile decompetenta, deduce noile cerinte de calificare aangajatilor
Analizeaza si implementeaza transferurile de personal(focus pe masurile de retentie pentru angajatii-cheie)
Dezvolta baza de cunoastere si pune bazele unui mediu
de lucru care faciliteaza dezvoltarea continua aorganizatiei, imbunatatirea continua bazata pe calitate siimplementarea obiectivelor (de ex. procese, interfete)
Implementeaza dezvoltarea angajatilor ca o parteintegranta din procesul de management (leadership)
Noi profile de rol, aliniate cu managementul si curestul organizatiei
Competente-cheie pastrate, noi capabilitatidezvoltate sau recrutate
Intelegere clara a unui posibil deficit sau surplusde resurse, stabilirea transferurilor de personalnecesare.
Stabilirea dezvoltarii angajatilor si a carierei ca oactivitate centrala de management
Calitate si rezultate imbunatatite la nivelulproceselor si fluxurilor de lucru realizate cuajutorul echipelor si institutionalizate
Profile de rol/ fise de post/aliniere functionala Descrieri ale functiilororganizationaleModel de cariera
6
5
4
3
2
1
APSeniorExpert
APSeniorAccountant
APAccountant
APJuniorAccountant
APSeniorTeam lead
APTeam lead
APJuniorTeam lead
SeniorAPProcessmanager
APProcessmanager
CareerLevel:
Requirededucation,professionalexperience
Functional Level:
Complexity of the Job / function
high
low
Expertlevel
Managerlevel
Departmentmanager level
high
Model de angajare / recrutareManagementul competentelor
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
IdentifiedGaps
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
RequiredProfile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3CoreCapabilities
Developmentmeasures
Mainorganisationalrelationships
Provide monthly salary rights computation and payment acc. topayment calendars
Ensure monthly closingof payrollaccounts accordingtoclosingcalendars
Prepare the accountingforsalaries, socialcontributions and income tax
Prepare annualfiscalfiles forallserved employees
Prepare and delivermonthly reports toControlling
Draw up the ILA and alldocuments related toits p reparation, modification, termination etc.accordingtothe workinginstructions and tothe legislation in force*
Open and update personnelfiles forallserved employees*
Collect, check and centralize alltimesheets and otherrelated documents
Collect and centralize forms foradditionalpayments (e.g. marriage bonus etc.) and issue
employee certificates upon request
Archive payrolland personneladministration* documents accordingto company policy
Mainresponsibilities
Timely salary payments
Timely monthly closing
Numberof payment errors
Utilization of workinghours, OVTneeded
Numberof correct, complete andupdated personnelfiles
Timely issuingof employee certificates(response time)
Timely issuingof addenda(responsetime)
Performance measurement
To ensure payrollservices forall employeesfrom A, B, C, D as wellas forcompany group firms X SRLand YS RL
To manage personneladministration related processes and documents flow foremployees from : A, B, C, D
Mission
Country manager(Payrolland Personneladministration)
Team Leads resp. forthe same Business Division
Team Leads (allPA/PY)
Local, Divisionaland Corporate HR
Corporate LegalDepartment
State authorities
Corporate Tax Department
Corporate Treasury Department
FinancialStatements and reporting
PA/PYServices and Projects
Head of Back Office (Vienna)
Various banks
Externalservice providers
Business representatives
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
11 Adaptarea culturii angajatilor este una dintre cele mai dificile sarcini sinecesita o planificare pe termen lung
Ofera o imagine a culturii companiei si identificafacilitatorii si obstacolele in cultura actuala
Dezvolta o noua cultura organizationala (to-beculture) care implica angajatii si managementul
Dezvolta masuri de implementare si le incorporeazain transformation roadmap
Identifica si nominalizeaza sponsorii pentruimplementare si transfera responsabilitatea pentru oimplementare de succes
Aliniaza top managementul si solicita angajamentulacestora pentru noul model cultural
Masuri concrete pentru implementarea unor valoriabstracte cum ar fi orientarea catre client, schimbulde informatie sau spiritul de echipa
Stabileste pre-rechizitele pentru o organizatie careinvata printr-o intelegere diferita a companiei precumsi a instrumentelor care sunt incorporate in procese
Identificare mai puternica cu organizatia (cuobiectivele si valorile acesteia)
O noua cultura in care managementul ofera modele derol ancorate in procese si organizare
Plan si concept de dezvoltare Team Building Culture-ScorecardEvaluarea culturii Ghid de leadership
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune cultura
Customer7Shareholder1
Shareholder4
Shareholder3
Employee3
Employee6
Employee4
Employee2
Employee1
Employee5
Process/org9
Process/org5
Process/org6
Customer2
Customer4
Process/org3
Process/org1
Customer5
Customer1
Employee8
Shareholder5
Shareholder2
Employee7Process/org2
Process/org4
Customer6
Customer3
Process/org8
Shareholder
Whatdothe
Shareholderthink?
Employees
Which Valuesform our
Relations?
Customer
HowdoestheCustomer
characteriseus?
Processes/Organization
Bywhatisour Colla-
boration deterrmined?
Process/org7
. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .
Blueprintdefined
End-to-endprocessesdefined
SAP FI/CO Go Live!HQSAP AAGo Live!
Trainers onboarding
Train-the-trainer
End-user class training
End-user on-the-job training
FICO trainers onboarding
FICO Train-the-trainer
FICO End-user class training
Prep. SAP training support
Prep. process training supprt
FICO Branch training
Prep. SAP training supprt
Prep. process training supprt
AP,AR,GL,CO
AA
SAP CoEstartup
Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06
*)duedate tobeclarifiedwith process team
*)duedate tobeclarifiedwith SAP team
Branchprocesstraining
HQ
other branches *)calendartobe clarified
Rigid 1 2 3 4 5 6 Flexible
Authoritative 1 2 3 4 5 6 Participative
Controlculture 1 2 3 4 5 6 Trusting
Bureaucratic 1 2 3 4 5 6 Entrepreneurial
Island thinking 1 2 3 4 5 6 Integrated
Shortterm 1 2 3 4 5 6 Long termfocus focus
Employee 1 2 3 4 5 6 Taskfocused focused
Internally 1 2 3 4 5 6 Client/marketoriented focused
Reactive 1 2 3 4 5 6 Proactive
Uninterested 1 2 3 4 5 6 Enthusing
Slow 1 2 3 4 5 6 Quick
Preserving 1 2 3 4 5 6 Innovative
Timid 1 2 3 4 5 6 Bold
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12 Dupa schimbarile tehnice, adaptarea calificarii angajatilor este unelement-cheie in managementul schimbarii
Defineste noi cerinte / competente pentrudiverse grupuri-tinta
Planifica si livreaza masuri de calificare specificegrupurilor-tinta (concepte de training si planuridetaliate de training)
Califica manageri, angajati, traineri, agenti ai
schimbarii (train the trainer, leadershipcoaching, agenti ai schimbarii, )
Aliniaza capabilitatile cerute cu dezvoltareaorganizatiei pe termen lung
Noi profile de rol, aliniate cu afacerea
Identifica si retine competentele-cheie si angajatii-cheie
Analizeaza cerintele de dezvoltare pe baza necesitatilororganizationale si procesuale (de afaceri) deduceconceptele si planurile de training specifice pentru diversegrupuri-tinta
Manageri si angajati calificati in acord cu noile cerinte Retea proprie de traineri si agenti ai schimbarii
Dezvoltarea angajatilor devine o sarcina a managementuluipe termen lung
Managementul competentelor Model de cariera
6
5
4
3
2
1
APSeniorExpert
APSeniorAccountant
APAccountant
APJuniorAccountant
APSeniorTeam lead
APTeam lead
APJuniorTeam lead
SeniorAPProcessmanager
APProcessmanager
CareerLevel:
Requirededucation,professionalexperience
Functional Level:
Complexity of the Job / function
high
low
Expertlevel
Managerlevel
Departmentmanager level
high
Leadership Coaching Retea de agenti ai schimbarii si
training
Concept si plan de training
Blueprintdefined
End-to-endprocessesdefined
SAP FI/CO Go Live!HQSAP AAGo Live!
Trainers onboarding
Train-the-trainer
End-user class training
End-user on-the-job training
FICO trainers onboarding
FICO Train-the-trainer
FICO End-user class training
Prep. SAP training support
Prep. process training supprt
FICO Branch training
Prep. SAP training supprt
Prep. process training supprt
AP,AR,GL,CO
AA
SAP CoEstartup
Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06
*)duedate tobeclarifiedwith process team
*)duedate tobeclarifiedwith SAP team
Branchprocesstraining
HQ
other branches *)calendartobe clarified
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune calificare si dezvoltare
IdentifiedGaps
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
RequiredProfile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3CoreCapabilities
Developmentmeasures
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
13 Managerii sunt actorii de baza ai schimbarii Managementul schimbariiii pregateste adecvat pentru acest rol
Pregateste managementul in mod activ pentrunoul lor rol in procesul de schimbare, de ex.reducerea de personal, gestionarea temerilor si arezistentelor, motivarea angajatilor, suport pentruimplementare,
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
O imagine clara a celor mai potriviti driveri ai schimbarii
Manageri puternici si angajati care livreaza si comunica deasemenea si masurile incomfortabile si care isi impingangajatii spre atingerea obiectivelor setate
Manageri de proiect care genereaza schimbari in modproactiv
Intelegere comuna a leadershipului, voce unitara
Angajament vizibil al managementului pentru schimbarilepropuse
Intalniri / cercuri de leadershipdept. / crosS-functionale
Analiza detinatorilor de interese Concept si plan de comunicare
si mobilizareLeadership coaching Ghid de leadership
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune dezvoltarea leadershipului
Info Flyer
Existingmedia
steeringcommittees
InformationEvent
in te rn al ne ws i nt er na l n ew s i nte rn al new s
a rt ic le ma ga zi ne a rt ic le ma ga zi ne a rt ic le ma ga zi ne
Ju ne J ul y A ug us t S ep te mb er O ct ob er N ov embe r De ce mbe r
Info Letter
adhoc informationfor internal andexternal media as press releases etc.
Kick Off
OnboardingEvents
internal events ondemandB r an c he s I n fo Ev e nt C o re T e am M e et i ng
ondemand
No1 No 2
Jo bF ai rs J F1 JF 2 J F3 JF 4 JF 5 JF 6
OnboardingPackage
IT Info IT NewsletterPIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8)IT employee
Info(1)IT employee
Info(2)
SAPKick Off Image Campaign
2005
+-
+
-
Impactonsuccess
information status
Dept manager
Board
Unions
Dep.X
Dep.Y
+-
-
+
Influence
Engagement
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14 Regula de baza a transformarii este aliniererea si vocea unica aleadershipului in legatura cu schimbarile dorite
Defineste si comunica o viziune clara
Sustine dezvoltarea in comun a caii detransformare (proiecte, roluri si responsabilitati,transformation roadmap, )
Clarifica rolurile si responsabilitatile pentruschimbare
Asigura alinierea continua a detinatorilor deinterese (cross-functionala)
Implica reprezentantii angajatilor din timp
O imagine clara in cadrul organizatiei despre obiectiv sicalea pana la acesta (viziune / misiune / transformationroadmap)
O intelegere clara a detinatorilor de interese relevanti inorganizatie si a influentei acestora
Preluarea vizibila a responsabilitatii pentru schimbari de
catre management; sponsorii schimbarii asiguradesfasurarea cu succes a proceselor de schimbare in aria lorde responsabilitate
Plan si obiective de transformare aliniate cu angajatii
Targuri de informareDeclaratie de viziune/misiune Leadership Kick Off Leadership Forum
Leadership Coaching Planificarea schimbarii /transformarii
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune (re-)orientare si aliniere
Q 1+2
2009
Q 3
2009
Q 4
2009
Q 1
2010
Q 2
2010
Q 3
2010
Q 4
2010
Orga
Processes
Capabilities
Systems HR ERPManagement
Project1
Project2Project3
Project4
Project6
Project5
Project8
Project9
Project10
Project11
Project7
Project12
Project13
Project14
Project15
Mission
Vision
Strategy
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
15
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
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7/27/2019 4-Managementul-schimbarii
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
Nevoile de schimbare asteptate pentru cresterea rapida si provocarileviitoare de dezvoltare sunt . .
Managementul cunostintelor critice
Angajamentul, suportul sistabilitatea deciziilor la nivel de topmanagement
Managementul cunoasterii
Dezvoltarea leadershipuluischimbarii
Elemente si exempleNevoia de schimbare
Echipe foarte eficiente si retelecross-functionale
Ancorarea managementuluischimbarii in lucrul zilnic
Dezvoltarea capabilitatilorde management alschimbarii
Echipe foarte performante
Workshop de clarificare aobiectivelor (cu executivii)
Plan de comunicare pentrumanagement
Alocarea membrilor in echipade proiect
Onboardings, traininguri
Managementul competentelor
Definirea sistemului si procesuluide management al cunoasterii
Implementarea si monitorizareaKM
Analiza detinatorilor de interese
Retele de agenti ai schimbarii
Traininguri de managementul
schimbarii
In acord cu evaluarea si designulschimbarii
Continuareamanagementului schimbariiElementele vor fi specificate
...
Metodologii selective: Planificarea Managementului Schimbarii
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Identified Gaps
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
Required Profile
Basicknowledge
Skilledknowledge
Detailedknowledge
Expertknowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
Identifygaps Closegaps
Specify
requiredskills
Elaborate current
and requiredprofiles
CoreCapabilities
Development
measures
Care suntcompetentele de careau nevoie oameniinostri pentrucresterea si succesulviitoare alecompaniei?
In ce masura suntnecesare anumitecunosinte si o anumitaexperienta pentrudiverse functii?
Ce competente auangajatii nostri?
Comparatie intreevaluarea calificariiangajatilor sicerintele curente sicele viitoare
Train,coach,dezvoltareOn- si offthe job
Metodologii selective: Managementul competentelor
Capabilitatile critice pentru dezvoltarea si cresterea viitoare acompaniei vor fi identificate si dezvoltate
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FeedbackImplementare
Implementareamasurilor
Validarea efectuluicanalelor si masurilorutilizate si initiereaimbunatatirilor /adaptarilor
Info Flyer
Existing media
steering
committees
InformationEvent
internal news internal news internal news
article maga zine article maga zine article ma gazine
June July August September October November December
Info Letter
adhoc information for internal and external media as press releases etc.
Kick Off
OnboardingEvents
internal events ondemandB ra nc he s I nf o E ve nt C or e T e am M ee ti ng
ondemand
No1 No 2
Job Fairs J F1 JF2 JF3 JF4 JF5 JF6
OnboardingPackage
IT Info IT NewsletterPIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8)IT employee
Info(1)IT employee
Info(2)
SAP
Kick Off Image Campaign
2005
Plan de comunicarespecific grupurilor tinta
Metodologii selective: Planificarea comunicarii
DesignTo-Be
AnalizaAs-Is
Intelegerea strategiei decomunicare interna acompaniei
Analiza grupurilor tinta si acerintelor de comunicare sia barierelor
Intelegerea programului dedezvoltarea si aprovocarilor istorice
Dezvoltarea scenariului deschimbare, inclusiv mesajele sidos & donts
Selectarea si dezvoltarea canalelorsi masurilor specifice grupurilortinta
Definirea planului de comunicare
Definirea modelului de guvernantapentru comunicare, roluri si resp.
Finance/Controlling/ITemployeesbranches+
headquarter
Existing employees, especially inthebranches, feel insecure about upcoming changes. Theyfearloosing theirjob ornotmeeting thenew requirements.
They need informationabout upcomingchanges.
Petromemployeesstaffed
forservicecentre
Employees forthe servicecentre are motivatedfornewchallengesandat thesametimeunsecureabouttheir newrole .
They need a cleardescriptionof theirnew task and informationabout trainings.
CommunicationneedsTargetgroups
BUManagement Management of business units would liketo know iftheir needsare well understood and would
liketo knowthe statusof theprojects.
As aconsequence mutual understandingandcollaboration hasto bestrengthened.
ProjectCoreTeam Project teammembers need informationaboutproject approach, rulesand activitiesof
otherstreamsfor efficientproject work
New employeesfor SC Newemployees are motivatedfor newchallenges andcurious abouttheir newtasks.
They need informationabout thecompany andtheir tasksfor quickonboarding.
Graduates/Public
Graduates compare criticallythe offerof companies. Theirexpectationsarehighconcerningsalary, fringebenefits, personell development andtraininee- andinternships.Thepublic is interested inthe performanceofPetrom toget animpression aboutfuturedevelopments.N
ew/potential
employees
Existingemployees
Grupuri tinta+nevoi de comunicare
Job Fair
OnboardingEvents
I nf o Le tt er I nf o Fl ye r
OtherIT InfoPIN externalinternal
InformationEvents
Existing MediaIT Info
IT
Finance&Services,Controlling
Employees staffed forSC
BU Management
ProjectCore Team
New employees forSC
AllotherP etromemployees
Graduates/Public
E
G
F
H
A,B,Cdifferent content fordifferent targetgroups of aspecific media
*Projectteam receives informationthrough allother mediadependingo ntheirass ignmentto aspecific targetgroup
Management
Employees
Management
Employees
A
B
C
D
Matricea grupuri tinta/masuri
Un design comprehensiv al comunicarii asigura interactiunea specificaa grupurilor-tinta din cadrul companiei
Masuri si canalede comunicare
DialogueFocus
interviews Motivationevents
Managementletter
Temperaturecheck Intranet Roadshows/
infofairs Forum
Workshops Onbaording
events MilestoneCelebration
Rolloutpreparationmeetings
Ki ck- off s M eet ingsGettogether Information
corner
Communication / Mobilization Toolbox
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Interviuri cu liderii organizatiei (all parties): Ce influenta are cultura asupra succesului
dezvoltarii ? Ce dimensiuni sunt critice pentru succesul
dezvoltarii? (definirea scorecard-ului) Evaluarea situatiei As-Is pentru dimensiunile
culturale definite anterior Evaluarea dimensiunilor tinta (= cultura To-Be)
Analiza si designul culturii companiei Culture Scorecard, caracteristica culturii companiei
30 Dimensiuni
Interviuri cu topmanagementul
15 Dimensiuni
Intalniri cu liderii:specific pentru Arii
Filtru I
Filtru II
Procesuld
e
filtrare
/
prioritizare
Top 5 8 dimensiuni pentru unfollow-up specific fiecarei zone
Douaanalize:
1. Area A vs. Area B vs. Area C ...2. Areas A + B + C ... vs To-Be
Metodologii selective: Evaluare culturala
In cadrul evaluarii culturale, trebuie initial identificat si prioritizatfacilitatorul cultural din
= gaps
Customer 7Shareholder 1
Shareholder 4
Shareholder 3
Employee 3
Employee 6
Employee 4
Employee 2
Employee 1
Employee 5
Process/org 9
Process/org 5
Process/org 6
Customer 2
Customer 4
Process/org 3
Process/org 1
Customer 5
Customer 1
Employee 8
Shareholder 5
Shareholder 2
Employee 7Process/org 2
Process/org 4
Customer 6
Customer 3
Process/org 8
Shareholder
What do the
Shareholder think?
Employees
Which Values form our
Relations?
Customer
How does the Customer
characterise us?
Processes/ Organization
By what is our Colla-
boration deterrmined?
Process/org 7
. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .
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Pentru fiecare facilitator cultural prioritizat vor fi definite obiectiveclare si vor fi propuse masuri specifice pentru implementare
Strong competitive
position
Realization of
Synergies
High ROI
Driver of
innovation
High Service
Orientation
Clear Decision
making process
Relevanz of
competencies
Personal
Networks
Leadership
Princoples
Communication /
Interaction
Career
Chances
Work-Life
Balance
Learning culture
Customer Shareholder
Processes /
OrganizationEmployees
Strong Client
Focus
Metodologii selective: Evaluare culturala
Comunicare/Interactiune
Facilitator prioritizat
Intarirea
comunicarii
personale
Incurajarea si
dezvoltarea
interactiunii
Intarirea
comunicarii
deschise
Comunicarea
orientata pe
grup tinta
Obiective Masuri pentru implementare (ex.)
Vizite ale managementului
Odata pe saptamana open managementdoor, mgmt raspunde intrebarilor angajatilor
Utilizarea telefonului in loc de e-mail
Business Lunches / After Hours mgmt siangajati
Sesiuni de intrebari si raspunsuri pt angajati
Prezenta mgmt la intalniri cu angajatii
Incurajarea angajatilor de a pune intrebari si araspunde la toate mailurile
Includerea intrebarilor critice in planificareacomunicarii
Comunicarea intrebarilor critice in modproactiv, daca se considera necesar
Customizarea comunicarii in acord cu nevoilediverselor grupuri tinta (continut, utilizareacuvintelor, a frazelor, a limbii, instrumente simasuri utilizate, frecventa etc)
Definirea nevoilor de informatie relevantepentru grupurile tinta
Adaptarea listelor de distributie acorespondentei, evitarea comunicarii duble
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2000 - 2009 by Ensight Management ConsultingAll rights reserved
Planul de management al schimbarii va fi elaborat, acoperind indetaliu toate nevoile de schimbare identificate pentru o companie
LC = Leadership circle TMM = Team milestone meetings
Plan de management al schimbarii (exemplu)
JulyJuneMay Aug.
Training needs assessment
Training concept andprogram (SAP, non-SAP)
TMM TMM Joint teamdinner
TMM
EC 1pre-present
& LC
QuarterlyManagementMeeting
EC 2pre-present
& LC
EC 3pre-present
& LC
incl. Strategyworkshop (to-be)
EC 4pre-present
& LC
Activitati
LC LC LC LC
FAQ for senior / middle management
TMM
Project newsletter Project newsletter Project newsletter
Information fairs /road-show
Change readiness assessment
Skills assessment (selective)
Analiza As-Is Design To-Be Way ForwardFocus
ABC 1 ABC 2 ABC 3 ABC 3
1. Alinierea mgmt
2. Comunicare simobilizare
3. Suport pentruimplementare
4. Dezvoltare sitraining pentru
schimbare
5. Echipe foarteperformante
CommunicationMatrix
Plant / departmentmultipliers workshop
LC
Teamtemperaturechecks
Team groundrules
Joint teamkick-off
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22
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii