MedRecruit's Managing Director, Dr Sam Hazledine, presents to MedRecruit's leadership team on how to manage and lead through change.
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2. Why
it’s
Cri:cal
• PWC
–
75%
of
organisa<onal
change
programs
fail
because
they
don’t
get
the
necessary
groundswell
of
employee
support
• It
effects
everyone
–
this
is
cri<cal
3. Today
• What
is
Impacted
and
Also
Drives
Change?
• Change
Management
Vs.
Change
Leadership
• Three
Phases
for
Effec<ve
Change
– Iden<fy
– Engage
– Implement
4. What
is
Impacted
and
Also
Drives
Change?
• Processes
–
Business
processes,
including
maps,
policies
and
procedures,
and
business
rules,
which
are
redesigned
or
realigned
for
new
customers,
or
provide
improved
service
to
exis<ng
customers.
• Technology
–
Driven
by
process,
technology
ensures
greater
organiza<onal
efficiency
in
implemen<ng
change.
• People
–
Those
responsible
for
developing
and
implemen<ng
new
processes,
and
specifying
and
using
new
technology.
5. Change
Management
Vs.
Change
Leadership
• Change
management:
set
of
basic
tools
or
structures
intended
to
keep
any
change
effort
under
control.
The
goal
is
oTen
to
minimize
the
distrac<ons
and
impacts
of
the
change.
– Keep
control
– Minimise
problems
– Ensure
stepwise
progression
• Change
leadership:
the
driving
forces,
visions
and
processes
that
fuel
large-‐scale
transforma<on.
– Strapping
a
massive
engine
to
the
change
process
– Can
be
a
liWle
out
of
control
– Faster,
smarter,
more
efficient
– Cri<cal
to
larger
changes
–
like
changing
the
status
quo
6. Three
Phases
for
Effec:ve
Change
1. Iden<fy
the
change
2. Engage
the
people
3. Implement
the
change
7. Phase
One:
Iden:fy
the
Change
• Clearly
ar<culate
the
need
for
change
• Clearly
ar<culate
the
change
• Get
people’s
aWen<on
• Align
their
disturbances
(gap
between
where
they
are
now
and
where
they
need
to
be)
– Vision
– Change
need
at
every
level:
day-‐to-‐day
+
high
level
8. • Poten<al
people-‐related
issues:
– Poten<al
frustra<on
in
performing
new
tasks
– Clearly
defined
job
responsibili<es
– Job
descrip<ons
and
metrics
appropriate
to
the
new
process
– Understanding
of
the
end-‐to-‐end
process
– Organisa<onal
culture
dynamics
that
may
prevent
people
from
adap<ng
to
the
changed
state
9. Phase
Two:
Engage
the
People
• Give
opportunity
for
intellectual,
emo<onal
and
psychological
reac<on
• Contribute
to
how
to
avoid
trouble
and
contribute
to
improvement
– E.g.
Organisa<on
workshops
for
response
to
change
–
align
reac<ons
and
encourage
involvement
• Get
contribu<on
to
strategy
– Acknowledge
the
plan
is
flexible
so
changes
can
happen
as
needed
10. Phase
Three:
Implement
the
Change
• Ac<on
change
strategies
from
Iden<fy
and
Engage
• Goal:
everyone
par<cipates
in
development
and
implementa<on,
leaders
monitor
and
keep
on
track
• Reiterate
change
mission
– In
person
– Email
– Project
milestones
– Acknowledgements
11. • Addressing
people
issues:
– Does
the
individual
have
the
ability
or
desire
to
work
in
the
new
environment?
– Are
addi<onal
skill
sets
needed
to
transi<on
to
the
new
job?
– Are
changes
to
job
descrip<ons
needed?
– Are
job
grades
or
pay
impacted
by
this
change?
– Does
the
change
impact
short-‐term
produc<vity
and
is
addi<onal
support
needed
to
ensure
business
success?
• Performance
and
sa<sfac<on:
– Are
change-‐oriented
tasks
being
accomplished
as
planned?
– Are
energy
and
enthusiasm
present?
– Does
alignment
s<ll
exist
among
the
people?
Your
Change
Opera:ng
Manual
12. People
First
• Leadership
acknowledges
and
encourages
personal
commitment
from
the
people
–
cri<cal
for
success
• Allow
yourself
to
go
through
this
too
– Choose
what
is
public
– Choose
what
is
private
– Choose
what
is
with
the
other
leaders
• Encourage
and
support
each
other
13. “A leader is best when people barely
know he exists, when his work is
done, his aim fulfilled, they will say:
we did it ourselves.”
Lao Tzu