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Managing and Succeeding Under Any Condition A Change Management Learning Workshop

Managing and Succeeding Under Any Condition A Change Management Learning Workshop. Lead, Engage, Align, Do! (LEAD). What is Change?. The PROCESS of BECOMING DIFFERENT

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Managing and Succeeding Under Any Condition A Change Management Learning Workshop

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  1. Managing and Succeeding Under Any ConditionA Change Management Learning Workshop Lead, Engage, Align, Do! (LEAD)

  2. What is Change? • The PROCESS of BECOMING DIFFERENT • To MAKE the form, nature, content, future course , etc. of something DIFFERENT from what IT IS or from what it WOULD HAVE BEEN IF LEFT ALONE

  3. Why Resist Change? • Risk or fear of change to the unknown • Loss of connection to others identified with the old way • No role models for the new activity: “Walangmagagayahan” • Fear and or lack of competence to change: “Kaya kobayan? Matandanaakosaganito.” • Feeling and or fear of being overloaded/overwhelmed

  4. Why Resist Change? • Skepticism and want to be sure the new idea is sound: “anoyan…magalingbayan …” • Hidden agenda among would be reformers: “siyakasi …sabini … pakuloni …” • Change might change notion of self • Fear of loss of status and or quality of life • Genuine belief it will not work • AJ Schuler • Doctor of Psychology • Leadership and Organization Change Expert

  5. Framework for Change

  6. Set the Stage • Create a Sense of Urgency Help others see the need for change and the importance of acting immediately • Pull Together the Guiding Team Make sure there is a powerful group guiding the change Competencies needed: leadership skills, credibility, communications ability, authority, analytical skills, a sense of urgency

  7. Decide What To Do • Develop the Change Vision and Strategy Clarify how the future will be different from the past, and how to make that future a reality

  8. Make It Happen • Communicate for Understanding and Buy In Make sure that many understand and accept the vision and strategy • Empower Others to Act Remove barriers as possible • Produce Short Term Wins Create some visible, unambiguous successes • Don’t Let up

  9. Make It Stick • Create a New Culture Hold on to the new ways of behaving Make sure they succeed until they become strong enough to replace old traditions

  10. Communication Plan Lead, Engage, Align, Do! (LEAD)

  11. Communicate Change Any change in the organization must be communicated properly to ensure buy-in and eventual implementation of any new program. The Results - based Performance Management System (RPMS) intends to bring about change in the way we assess our performance and competencies to become better public servants.

  12. Communicate Change The overall tagline for all HROD interventions is “EduGalingtungosaEdukalidad.”This speaks of the ultimate objective of achieving quality in basic education through effective and efficient strategic planning, performance management system and total quality management.

  13. Communication Framework in the Implementation of RPMS at DepEd Communication Objectives to Support Project Objectives Increase awareness and understanding of DepEd personnel on RPMS as a management tool for performance planning, control and improvement Improve skills in using RPMS through capability-building, mentoring and coaching Outcomes DepEd personnel and teachers have become more knowledgeable and skilled in the use of RPMS DepEd personnel and teachers have internalized their roles as partners of management and co-employees in meeting organizational performance goals Communication Challenges Lack or absence of buy-in of RPMS Negative attitude Lack of skills in using RPMS Communication Intervention Mount advocacy and communication campaigns thru face-to-face meetings, internet, newsletters, etc. Conduct regular training on the use of RPMS Impact Alignment of individual employee’s goals with DepEd’s strategic goals Accountability is recognized through improved culture of performance. Project Objectives Improve performance management system of DepEd personnel and teachers

  14. LEAD Change RPMS wants to adopt Lead, Engage, Align and Do (LEAD) as its specific tagline to show results in everything that a DepEd employee or teacher does. We therefore would like to launch DepEd goes RPMS: Lead, Engage, Align and Do! (LEAD) Ito’yEduGalingtungosaEdukalidad.

  15. Why LEAD? L – Lead co-employees or co-teachers through change by inspiring and influencing them to understand and appreciate the new RPMS E – Engage and get involved in the new RPMS. Read information materials and attend orientation seminars to further understand how the new system works.

  16. Why LEAD? A – Align everything that you do with the institutional direction of DepEd to achieve its goals and strategic results. D – Do what is required of you to do through individual planning, consultations with the supervisor and coordinating with co-employees or co-teachers and get evaluated and rewarded for a job well done.

  17. What are the communication objectives of the RPMS LEAD Program? Increase awareness and understanding of DepEd officials and personnel on RPMS as a management tool for performance planning and improvement; and Improve skills in using RPMS through capability-building, mentoring and coaching.

  18. Who Are Our Audiences? DepEd officials, regional directors and supervisors who are expected to champion RPMS; and DepEd employees and teaching personnel to understand and appreciate the importance of RPMS as a means to assess their contributions to the attainment of DepEd mandate and organizational goals.

  19. What Are Our Key Messages? RPMS is needed to align individual employee’s goals with the strategic goals of DepEd;

  20. What Are Our Key Messages? • RPMS is designed to ensure a fair and objective way of assessing individual performance based on agency targets and recognize meritorious performance with a rewards and incentives system such as productivity bonus, scholarships, training and development; • RPMS shall recognize the important role of employees and teachers in meeting the DepEd mandate and organizational goals.

  21. What are the communication activities of the RPMS LEAD Program? Based on the communication objectives, audiences and key messages, RPMS will be implemented through the following communication activities: - Briefing with DepEd leadership through consultation meetings - Announcement of the new RPMS and its overall tagline through circulars, memos or emails - Solicitation of support and designation of RPMS Focal Persons meetings, emails, circulars and memos - Briefing with the TWG through presentations

  22. What are the communication activities of the RPMS LEAD Program? Trainer’s training workshops Media blasts and campaigns Simple launching Roadshow cascades

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