Prepare for Change

1. Prepare for Change Ideas for Today and Tomorrow

2. Change is inevitable: • Internal Factors • Aging infrastructures • Aging workforce • Projects vs. programs • New hire expectations • External Factors • Use of web and E-Gov initiatives • Speed of technological changes • Legislative and political demands • New programs

3. Stages of Change: • Ending • Say good-by to the old • Middle • Transition – define the institutional change • Beginning • New high performance process implemented

4. 3 Questions about Change employees ask: • What will I gain? • What stays the same? • What will I lose? Change has an emotional impact on employees that leaders cannot afford to ignore. Process will change on schedule but emotions will transition according to buy-in by individuals.

5. “Marathon Effect” for leaders – William Bridges • Clear vision • Clear goals and deliverables • Communications • Interpersonal skills

6. Rapid pace of change in technology • Internet • Personal Computing • Enterprise Solutions “Creative Destruction” – economics term applied to IT when implementing a new technology replaces and destroys the impact of the old technology

7. As an individual, be prepared for: • Technology change – technology and processes used to meet goals • Cultural change – org goals and structure • Personal change – sense of self

8. Methods of adjusting to Change • Take responsibility for your own performance and growth. • Ask questions about process and intent, look for specific deliverables and measures. • Support other members of your work group • Focus on maintaining customer service. • Get involved with decision making.

9. Develop a personal skills assessment • Do a skill assessment: • Interpersonal skills • Managerial skills • Technical skills • Prepare for new roles - interchangeability is key • Consistency and best practices are essential • Be flexible through shifting assignments for temporary, short term roles and development • Accountability – we must measure performance

10. Assessing your skills • What informal learning have you done? • What formal classes or certifications do you hold? • What new skills or technologies will be implemented in the organization? • What are your developmental opportunities as related to the department’s future direction? • What training resources are available? Cost? Timing? • Prepare an annual performance management development plan in collaboration with your manager.

11. Interpersonal and managerial skills

12. Assess your options • Self-assess IT & non-IT capabilities & skills • What is your position, assignment, current skills? • What is your career path & its required skills • Which certifications might be Important? Cisco, CompTia, Microsoft, etc. • What opportunities may arise from the new IT structure? • What environment do you do well in? • Working alone vs. as part of a team • Lead vs. follow • Managed/directed vs. set own course

13. For Managers – For Change to succeed • Requires marketing & persuasion: multi-channel communications is critical to success. • Coach employees through transition phases while implementing process changes. • Champion the changes – explain changes and lead by example.

14. For Managers – Change leadership skills critical to IT • Map current processes • Assess current staff skills • Measure gap between future needs and current skills present • Train employees for changing technical processes • Create small wins: pilot projects prove feasibility and build buy-in at all levels • Sustain the process – ensure that clients are getting benefits promised

15. Assessing current staff • List each staff member by current role • Assess current state of skills under 3 headings: • Interpersonal • Managerial • Technical • Define gaps between current and future state needs by position • Address developmental needs by individual on performance management plan

16. For Managers – What IT clients need • Risk avoidance • Fresh perspective • Standardization to assure consistent end user experience • Networking – exchange of ideas with others managing a new process change • Jointly defined measures of success

17. For Managers – Demonstrate credibility • Know the goal - assure it is achievable • Consolidation of IT = reliability at lower cost • Build confidence: use pilot projects or implement a few successful changes at a time • Prepare evidence • Call to action

18. Best practices for individuals • Use state HR Performance Management documents to record a learning plan and goals – update quarterly with your manager. • Define growth areas, find resources and commit to a timeline. • Develop and adopt team and workgroup collaboration skills. • Upgrade your public speaking, reading, writing & communications skills. • Learn project management skills.

19. Best practices for organizations • Define current skills and performance and future needs. Do a gap assessment for the organization. • Track & measure tasks, assignments and projects. Check against customer feedback. • Education and training are key components in creating successful IT staff. • Rotate job assignment within a division or unit to provide lateral and upward mobility. • Implement vendor best practices configuring and operating computer systems.

20. Best practices related to IT customer service • Seek involvement of customers at every stage of change process. • No changes implemented during business hours (6 am - 11 pm) with major changes on Sunday. • 7 X 24 on site and on call after hours support for all critical services. • Document procedures & software configurations. Validate, publish and continually improve them. • Use strong security practices and procedures to prevent downtime or damage to customer files.

21. Summary Managing change requires that you develop and balance both interpersonal/managerial skills with technical skills… Technical skills alone will not meet the challenge.

22. Managing Change requires • Current organizational assessment – individually and by work group • Clear goals and standards • Gap analysis of skills • Learning plan • Assessment of progress against goals and standards

23. Resources for learning currently in state government • BHR – Office of State Training and Organizational Development • Internally delivered classes through OIT • Local colleges and technical Institutions • Commercial training organizations (V-Tech) Ultimately, you are accountable for your own learning plan and results.

24. Discussion and Questions