A presentation on Change Management and Engagement for The Human Resource Professionals Association - Niagara.

1. Change
Management
What is working in the real
world of Niagara business….
….and the critical role of HR

2. triggerstrategies.ca

3. Neil Thornton

5. "Consider how hard it is to
change yourself and you'll
understand what little
chance you have of
changing others."
- Jacob M. Braude

6. “If you don’t like change, you
will like irrelevancy even
less!”
- Tom Peters

7. No
FEAR!!

8. Rule:
“People do not resist change.
They resist the uncertainty
change that is perceived
forced on them.”

9. Our goal for today ….
This will not be about theories and vague concepts.
We will share real examples of what a number of
innovative and leading companies in Niagara are doing,
right now, to drive change and build a culture of inclusion
and engagement.
Clear action steps and trends for you to take back and
apply to your organization.
Real world examples and success stories.

10. Open dialogue….
How is change effecting your
organization?
What are some things
you are doing to
manage change?

11. To drive change, 4 key elements MUST be in place:
A clear VISION and STRATEGY
A group of STRONG LEADERS driving goals
A sense of URGENCY
EVERYONE INVOLVED in planning and
KNOWING the business reality
If any of these are missing, conflict will exist

12. Top 6 business lessons we have learned:
1. Change is part of your culture
2. Clear expectations are needed
3. 90 day plans with reporting
4. The more people involved, the better
5. Don’t forget the recognition
6. It’s all about leadership
and one more….

13. Wait…one more
The danger of accountability

14. Accountability partners:

15. It also comes down to
employee engagement.
What we
have learned…

16. 1. Clear expectations
2. Fingerprints
3. 90 day plans
4. Recognition
5. Business thinkers
6. Resisting technology is futile
7. Managing generations
8. Urgency to hit goals!

17. 3 Case studies
Industry:
Company Size:
1. Situation-Overview
2. Steps taken
3. What happened

18. Case study #1
Industry: Tool and Die
Company Size: 45 Employees
Situation-Overview
Second generation company, looking to
adjust markets, wanted to build on a
vision and clear goals, wanted sustained
growth.

19. Case study #1
Industry: Tool and Die
Company Size: 45 Employees
Steps:
1. Senior managers developed a clear picture
of achievable, but stretch goals.
2. Every employee in the company developed
own personal vision and goals.
3. Tested contribution daily and reported
‘wins’ every week. Everyone was part of
the company’s success and growth.

20. Case study #1
Industry: Tool and Die
Company Size: 45 Employees
What happened:
Original vision was ‘3X5’, triple the
business in 5 years.
Achieved the vision and goals in less than
4 years, developed new markets, attracted
key contributors to the team.

21. Case study #2
Industry: Industrial Retail
Company Size: 18 Employees
Situation-Overview
Wanting to grow sales and service to
better compete. Wanted to engage all
employees in new market demands and
idea generation. Two separate retail
locations.

22. Case study #2
Industry: Industrial Retail
Company Size: 18 Employees
Steps:
1. Brought entire team together for a
series of off-site strategy meetings.
2. Company formed two groups, one
focused on sales, the other on service.
3. Initiatives developed were executed by
everyone at all levels.

23. Case study #2
Industry: Industrial Retail
Company Size: 18 Employees
What happened:
Employees felt recognized and empowered.
Great ideas were generated and people
‘owned’ the stake in the outcome. Sales and
service dramatically increased. Two locations
came together. The owners felt a significant
reduction of stress.

24. Case study #3
Industry: Heavy Construction
Company Size: 150 Employees
Situation-Overview
Company enjoyed 30 years of success, but now
competing more on price from larger competitors
coming into area. Service offering was always a
benefit, but larger growth with more people creating
conflict between departments and losing edge they
once had. Stress was high to maintain market share
and keep up morale.

25. Case study #3
Industry: Heavy Construction
Company Size: 150 Employees
Steps:
1. Owner, managers and team developed
clear vision together.
2. Employee sessions brought people
together, asked opinions, contributed.
3. Small, intense focus groups kept up
momentum and action.

26. Case study #3
Industry: Heavy Construction
Company Size: 150 Employees
What happened:
Departments came together in cooperation.
Shared expectations reduced conflict and
fighting for resources. Employees felt part of
ownership and kept management on track with
accountability structures and commitments.
They regained lost market share.

27. Found via Yvonne Nasri, CAA posted on LinkedIn

28. I will post this for everyone…..

29. Reports for free….
• Top 5 Issues Facing Ontario Businesses
• Develop an Effective Training Program that Produces Results
• Finding & Keeping the Best People by Design – an 8 Step Process
• The New Reality of Sales
• Marketing for Small-Medium Size Businesses
• How Small-Medium Size Companies are Using Social Media
triggerstrategies.ca

30. Thank You
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