Delivering Workforce Change Management

Mark Bradshaw

Director

Network RailBBC Thales UKCIMA Sheffield CC

Capita Property & Infrastructure

• Part of Capita Group - turnover c £4.37b 2014

• Turnover 2014 - c.£710m

• 40+ Offices around the UK

• 4300+ multi-disciplinary staff

Property & Workplace Consulting

Agenda

Developing a Strategic Approach to Workforce Change Management

1. What are the key ingredients for a successful

workplace and workforce change

programmes?

2. How does the workplace impact the way in

which your workforce behave and operate?

3. Communication and engagement

4. Embedding local knowledge and skills

5. Lessons learned and common pitfalls when

delivering change in the workplace

Why is Change Management Important ?

Annual Operating Cost

Buildings

IT

Other

People

Capability

Value /

Wealth

What are the benefits of Effective Change Management?

• Organisation Productivity/Performance

• Reduced Risk – Delivery & Operations

• Talent Attraction / Retention

• Staff Loyalty

• Workplace Effectiveness / Satisfaction

• Business Ownership

Why invest effort in Change Management?

“About twenty percent of the people are against any change.”

Robert F. Kennedy

“70 % of Change in Organisation fails”

John Kotter - Leading Change Expert

In large workplace IT Projects:

• 17% go so wrong they can threaten existence of company

• On average they run 45% over budget

• They also on average run 7 % over time

• They deliver 56% less value (benefit) than predicted

(Mckinsey -2012 – 5400 projects surveyed)

The Workplace

….its effect on our behaviour and how we operate

Our brains are hard-wired

for unconscious activity…..

habits, routines

What happens when the

environment changes?

Evolution of the ‘Office’

Unified Tech

My desk/office

Fixed equipment

Location dependent

Shared workspaces

Mobile technology

Location in-dependent

Key Ingredients

Recognise the drivers, what needs to change, what will be different

Workplace

Work Process

StrategyMarketCustomersCommercialsLegislationPeople

Technology

Key Ingredients to Success

Leadership

WorkforceComms Strategy

P&FM/HR/IT

KnowledgeTransfer

TransitionMgmt

Maintain &Evolve

EngagementCo-Design

• Strategic Leadership and Direction• Strategy – Outcomes, not capability• Communications – strategic, effective,

engaging, honest and simple• Change Planning – Structured approach

end to end• Engagement & Co-Design – listen,

engage, co-create and develop ideas• Timely Transition Management support

linked to delivery. • Knowledge Transfer – create capability,,

mentor, coach & empower champions• Maintain and Evolve – progress not

regress

Change Planning

Engagement & Communications

Effective Communication

1. Complex messages require a stepped

approach

2. Each audience has distinct needs

3. Messages should be oriented from the

receiver’s viewpoint

4. Successful communication is measured

in terms of the response of the audience

rather than the volume of information

sent

5. Use established communication

channels within the Organisation

Effective Engagement

Why Engage?

In one study 90% of employees believe that decision-makers

should seek other opinions before making a final decision, yet

40% of employees believe that decision makers “consistently

failed” to seek another opinion

Engage Staff in Co-Creating their Workplace

• Make expectations and outcomes clear

• Establish open dialogue to establish trust

• Remember to state what is not changing

• Use face to face, digital and hard copy mediums

• Share knowledge and experience

• Engage staff in the process of change

• Change processes and protocols

Embedding Local Knowledge & Skills

If only……

How do we transfer Knowledge, Skills and Ownership to maintain the change ?

• Mentoring, coaching and training of teams before, during and after

• Identify Workplace Champions - empowered, informed and capable.

• Learning by active participation at all stages

• Maintain engagement and communications –forums, communication channels, brand

• Frequent evaluation – self assessment , reflection and development

Lessons Learnt

• Senior management buy-in and behaviours align to desired future state

• Pilots / Trials - provide staff with a chance to ‘try before they buy(into)’.

• Build good habits – embed them early, create an ‘Employee Charter’

• Shrink the change – emphasise what isn’t changing

• Commitment is the key - active participation is essential

• Recognise success - publicise and promote achievement through the

project

• Effective planning - plan and manage the process of change just like

you’d manage any other project

• Engage, listen and communicate - talk in their language

Change is a process, not an event.

“a long journey starts with a single

step, but a single step doesn’t

guarantee a long journey.....”