The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015. Biography Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.

1. SUPPORT STRATEGY IN
CHANGE MANAGEMENT –
TRANSFORMATION OF THE MUHC
HUMAN RESOURCES AND ORGANIZATIONAL CULTURE
PMI-MONTREAL 5TH ANNUAL SYMPOSIUM, OCTOBER 8TH, 2014
ROCCO MONTESANO
ASSOCIATE DIRECTOR-HUMAN RESOURCES
AND ORGANIZATIONAL CULTURE
DIRECTORATE
1

2. AGENDA
A few words about the MUHC
The New MUHC
Glen Site
An important transformation
HR’s Training and Organizational Development Department
Change Management
Plan of Action
Union Parity Committee
The C.A.R.E. Model
Training and Orientation Plan of Action
Conclusion
2

3. A few words about the MUHC
Le CUSM, une tradition d’excellence
Six hôpitaux
Un centre de
recherche de
renommée
internationale
Près de 12 000
employés
Des installations à
la fine pointe de la
technologie
Une vision du futur
Les meilleurs soins
pour la vie
Hôpital général de Montréal
Hôpital Royal Victoria
Hôpital de Montréal pour enfants
Hôpital neurologique de Montréal
Institut thoracique de Montréal
Hôpital de Lachine et
Pavillon Camille-Lefebvre
3

4. A few words about the MUHC
The McGill University Heath Centre is an
organization created in 1997 by the first and
most important voluntary fusion of
University Teaching Hospitals in Canada. It is
a universe of activities that all have the same
goal….
The Best Care for Life!
4

5. The New MUHC
New practices, better facilities, latest technology
Redevelopment Project of $ 2,355 billion
Four outstanding hospital sites :
• Glen Site
• Montreal General Hospital
• Lachine Hospital
• Montreal Neurological Hospital
The transformation of the New MUHC requires the
commitment of everyone
5

6. Glen Site
The Glen site will be the new home for:
Montreal Children’s Hospital
Royal Victoria Hospital
Montreal Chest Institute
Research Institute of the MUHC
A New Cancer Centre
Shriner’s Hospitals for Children® - Canada (Not part
of the MUHC)
6

7. Glen Site
The best facilities for our teams:
Consolidation of specialties for maximum efficiency
Related services located next to each other to
promote interdisciplinary collaboration
Increased efficiency and optimization of resources,
faster and more effective care for patients and
better workflow
7

8. Site Glen: vue du sud-est
8

9. Glen Site
Timeline...
Operational plan for startup
• September 30, 2013
Glen site activation
• Since October 1st, 2014
Execution of transfer plan (move)
• Research moves February 10-26, 2015
• RVH moves April 8-26, 2015
• MCH moves May 12-24, 2015
• MGH (certain sectors) June 8-14, 2015
• MCI moves June 8 -14, 2015
9

10. An Important Transformation
10

11. An Important Transformation
11

12. HR’s Training and Organizational
Development Sector: Mandate
Mission:
Offering support in change management, promoting the success
of projects as well as in developing programs focused on
performance and well-being.
Values:
Leadership, competence and innovation
Teamwork and inter-disciplinary
Environment conducive to learning and promoting personnel
strengths
Service and partnership with the customer and his environment
12

13. Change Management
Bridges’ Transition Model
13

14. Change Management
Stress and Change
Sources of stress during change are related to:
 Losses: colleagues, status, benefits, internal communication
network, control…
 Learning elements
It is important to understand that:
 A perceived threat can cause the same reaction as a real
threat
 Human beings have limits in their capacity to adapt to
changes which can create a saturation effect (De Meuse &
Mc Daris, 1994)
14

15. Change Management
The Human Side of Change
It is important to have a good understanding of what
change entails:
• Reactions to change are human and to be expected
• Even positive changes cause stress
The managers have a double challenge:
• Adapt to the change
• Help others through their transition
• Managers practices have an important impact on the success
of a change
15

16. Change Management
The Importance of People
 Things cannot change without having people
make the expected changes a reality.
 Reactions depend on the specificities of the
change, its impact and the way it is managed.
These perceptions are not to be undermined as
they relate to feelings and emotions which vary
greatly during a transition process, and greatly
influence behaviors.
16

17. Change Management
The Purpose of Change Management
 Implement change quickly and effectively to:
- Minimize the impact on performance and
mobilisation of personnel
- Avoid turnover and unnecessary loss of employees
- Eliminate negative impact on internal and external
clients
- Successfully achieve the target
17

18. Change Management
Critical Success Factors of Change
Prioritize the human side
Define a clear, stable and legitimate vision of the
change
Demonstrate respect for the past and recognize past
contributions
Be transparent
Practice a visible leadership (walk the talk)
Communicate
Accompany the affected personnel
18

19. PLAN OF ACTION
Context
The MUHC started a large complex transformation
 Return to budgetary balance
 Redevelopment Plan
 New clinical plan
This transformation has important impacts on:
 Processes
 Information systems
 Clinical practices
 Structure
 People
The expected benefits are huge and the risks are high
19

20. PLAN OF ACTION
Developed by the Human Resources Directorate in
collaboration with the MUHC Transition Support Office
Objectives:
• Support and mobilize people
• Ensure change sustainability
A strategy with six components:
1. Advanced course in change management
2. Practical guide to the New MUHC
3. Workshop and follow-up session in change management in a context
of transition
4. Training groups in change management
5. Clinic in transition project management
6. Coaching in change management
20

21. PLAN OF ACTION
1. Advanced course in Change
Management Support
Is intended to those supporting managers
Objectives:
 Develop a common frame of reference in change
management
 Understand the human dynamics of change
 Identify strategies to facilitate change
 Interact with colleagues about their approaches and
tools
21

22. PLAN OF ACTION
2. Practical Guide to the New MUHC
Project Management Approach
Help Managers navigate through the transition
 Information about project and change management, tip
sheets
 Comprehensive and user friendly step by step information
and tools
 Harmonization of clinical practices and HR procedures
 Addresses the Human side of the transition
 Support to services moving, merging, facing, reorganization of
teams, introducing new practices of work processes
 The 6 P’s of transition: People, Practice, Partnerships,
Processes, Physical Environment, Performance
22

23. Plan of Action
Overview of the Steps
1.1 Define what
your transition
entails
1.2 Develop the
project charter
1.3 Form a
transition
workgroup
2.1 Complete an
environmental scan
2.2 Perform a gap
analysis
3.1 Identify your
stakeholders
3.2 Create a
communication
plan
4.1 Define your
objectives,
priorities and
indicators
4.2 Develop an
action plan
4.3 Evaluate the
risks
4.4 Implement
your action plan
5.1 Complete a
lessons learned
exercise
5.2 Celebrate
and close your
files
STEP 1
Initiation
STEP 2
Where you
are now
and where
you are
going
STEP 3
Engaging
people
STEP 4
Planning
and
Delivering
STEP 5
Evaluation
and
Celebration

24. PLAN OF ACTION
3. Workshop and follow-up session in
change management in context of change
Caters to managers
Broadcasted by directorate (natural teams)
 Understand what the transition entails in ones
department and managers role
 Understand ones role as a leader and his/her resources
 Be familiar with the Practical Guide to the New MUHC
 Identify strategies to effectively manage a project
Opportunity to voice their concerns and give
guidance
24

25. CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
4. Training groups in change management
Caters to managers
Six activities:
 Psychological transition and emotional management
 Preparing for change
 Resistance Management
 Influence and political aspects
 Teams merger and creation of a common culture
 Team Building
25

26. PLAN OF ACTION
5. Clinic in Transition Project Management
A by appointment advisory service for managers
A one or two hour meeting
As needed by the manager, is used to:
 Ask questions
 To validate
 Ask for advice
Provides access to specialists
26

27. CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
6. Coaching in Change Management
Personalized service offered continuously by the
change management team in the HRD
For managers and project teams
 Advice
 Strategies, models and tools
 Discussions
 Interventions
Example of topics covered:
 Planning phase of change
 Implementation phase
27

28. PLAN OF ACTION
MUHC 2015: Getting the Pulse
Need to enable managers, supervisors and team
leaders to reach their frontline staff with timely
and accurate information
Gain a better perspective of anxieties and
information gaps
Importance to communicate and the how to!
28

29. Union Parity Committee
A forum for communication and exchange of
information
To discuss issues while finding solutions
To identify and analyse risks which can have an
impact on staff
To develop guiding principles
To assure concerns are addressed
29

30. The C.A.R.E. Model:
Self-care for Better Patient-Care
C.A.R.E. (Connect-Act-Respect and Experience) to
foster resilience and personal coping strategies
while building community well-being
Activities and programs to promote health and
wellness
Corporate Training programs (example: stress relief
workshops, mindfulness)
Corporate Discount Program
Recognition Program
30

31. Training and Orientation
Plan of Action
Develop and delivers a training and orientation
program for approximately 8000 members of the
MUHC community starting in January 2015
Orientation to the new environment and trained on
new equipment and work processes.
 Developing and delivering general training and
orientation
 Tour guides
 Common clinical training sessions
 Creating an information booklet, tools, e-learning
 Communication Plan of Action
31

32. Conclusion
Change provides new opportunities
Expect reactions to change
Be attentive, available, transparent, engage
Effective communication is key!
Internal support network, do not work in isolation!
Unions are true partners
Importance of wellness, recognition
32