4-Managementul-schimbarii

7/27/2019 4-Managementul-schimbarii

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2000 - 2009 by Ensight Management Consulting. All rights reserved.

Sorin Buga: +4 0755 [email protected]

Manfred Schmauch: + 4 0745 [email protected]

Solutii practice pentru iesirea din criza

Bucuresti, 23 Octombrie 2009

Managementul schimbarii, factor critic de succes pentrutransformarea afacerii
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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2000 - 2009 by Ensight Management ConsultingAll rights reserved

2

Agenda

Ce este managementul schimbarii? definitia noastra

Zone de actiune pentru aplicarea managementului schimbarii

Metodologii selective

Intrebari si raspunsuri / discutii


3/22


Ganditi all-inclusive!

3

Strategie

Organizare

Procese

Sisteme

Communicare /mobilizare

ManagementulProgramelor /

Proiectelor

Cultura

Leadership

Motivare

Capabilitati

Elementele carelipsesc sau care suntgresite in ADN-ulcompaniei se numescMUTATII.

Mutatiile sunt boli sipot conduce lamoarte!

Managementul Schimbarii = Management Comprehensiv


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Managementul Schimbarii / Comprehensiv 4

MANAGEMENTUL SCHIMBARII...

... este in primul rand responsabilitatea managementului.

... sustine in mod sistematic si sustenabil transformarea

organizatiilor si atingerea obiectivelor de afaceri.

... ia in considerare toate aspectele relevante in modcomprehensiv in cadrul proceselor de schimbare cerute sau

dorite.

... trebuie adaptat unor situatii si obiective specifice.


5/22 2000 - 2009 by Ensight Management Consulting

All rights reserved

5

Agenda






6/22


Inainte de a intra in practica: Managementul Schimbarii pentru cine,ce face, ce rezultate sa asteptam

6

Managementul schimbarii este pentru:

Organizatii care vor sa gestioneze nu doar o companie, ci si oamenii sai, cea mai valoroasa resursa.Companii aflate intr-un mediu dinamic, care isi schimba organizarea, procesele si sistemele si care isiimplica in mod proactiv si angajatii in aceasta calatorie.

Managementul schimbarii realizeaza:

Sustine si accelereaza procesele de schimbare si asigura o implementare sustenabila siadaptativa

Gestioneaza conflictele si rezistenta la schimbare, comunica si mobilizeaza angajatii

Defineste si seteaza cadrul cultural

Sustine leadership-ul si transforma superiorii in lideri

Imbunatatire continua

Managementul schimbarii livreaza:

Strategia de schimbare, roluri si responsabilitati

Analiza detinatorilor de interese, planuri de comunicare si mobilizare, masuri de implementare

Plan de actiune si suport pentru leadership

Evaluare, design si aliniere culturala

Retele de agenti ai schimbarii

Planuri de dezvoltare a capabilitatilor


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Nu exista one change fits all fiecare proiect de schimbare esteplanificat si condus individual

7

Masuri / Feedback pemarginea masurilorimplementate

Adaptare si dezvoltareulterioara a masurilor

Cerere +

mandat de

management al

schimbarii

Revizuire & Adaptare

Implementarea masurilor , de ex.masuri de comunicare, traininguri,workshop-uri, evenimente,onboardings, sesiuni de coaching,...

Implementare

Evaluare / Aliniere As-Is

Definirea obiectivelor si provocarilor managementuluischimbarii

Identificarea si analiza detinatorilor de interese Analiza impactului schimbarii

Design To-Be

Dezvoltarea conceptului de schimbare si a

abordarii Elaborarea unui Change Roadmap, arolurilor si responsabilitatilor

Planificarea in detaliu

Masuri detaliate de comunicare simobilizare

Concepte detaliate pentru diverse masuri

de schimbare Pregatirea implementarii (onboarding,

teambuilding, ...)4

1

2

3

5

. . . dar folosind o serie de instrumente si tehnici testate


8/22


8 Angajamentul vizibil al managerilor responsabili pentru schimbarefaciliteaza mobilizarea pana la nivelul fiecarui angajat

Zona de actiune mobilizare & angajament

Identifica jucatorii din organizatie si interesele siinfluenta acestora, le incorporeaza in procesul detransformare si le gestioneaza in consecinta (de ex.solicita responsabilitatea pentru comunicare,atingerea obiectivelor, )

Defineste si aliniaza masurile de comunicare simobilizare in concordanta cu impactul schimbarii si

analiza detinatorilor de interese Stabileste comunicarea deschisa fata in fata

Elaboreaza chestionare regulate pentru a intelegeatmosfera din organizatie si stabileste masurile deinterventie adecvate

Intelegerea clara a detinatorilor de interese relevanti, arolurilor si influentei lor in organizatie

Preluarea ferma a responsabilitatii pentru schimbarileviitoare si angajamentul vizibil al managerilor

Concept de schimbare orientat pe grupuri-tinta,implicarea regulata a detinatorilor de interese relevanti

(de ex. management functional, sindicate, clienti interni,)

Transformarea managerilor in manageri ai schimbarii(e.g. briefings, pachete de comunicare, coachingindividual, sesiuni de feedback, )

Revizuiri continue ale schimbarii si feedback cu/catremanagement pentru stabilirea actiunilor de interventie

Managementul schimbarii/Concepte si masuri de

comunicare

Analiza detinatorilor de interese Evaluarea impactului schimbarii Feedback fata de schimbare /barometrul starilor

Targuri de informare

Managementul schimbarii realizeaza...

Instrumente de schimbare (Exemple)

Managementul schimbarii livreaza...

FEED-

BACK+-+

-

Impactonsuccess

information status

Dept manager

Board

Unions

Dep.X

Dep.Y

+-

-

+

Influence

Engagement

Powerful business case

Clear Vision

Leadership

Commitment

Integratedplanning andteams

Eficientcommunicatio n

Change cababilities

Alignedperf ormance andculture


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9Schimbarile la nivel de organizare si procese vor fi acompaniate pascu pas si vor deveni parte integranta din operatiunile zilnice

Zona de actiune organizare si procese

Identifica noi cerinte pentru grupurile tinta,implementeaza noi structuri, roluri si profile decompetenta, deduce noile cerinte de calificare aangajatilor

Analizeaza si implementeaza transferurile de personal(focus pe masurile de retentie pentru angajatii-cheie)

Dezvolta baza de cunoastere si pune bazele unui mediu

de lucru care faciliteaza dezvoltarea continua aorganizatiei, imbunatatirea continua bazata pe calitate siimplementarea obiectivelor (de ex. procese, interfete)

Implementeaza dezvoltarea angajatilor ca o parteintegranta din procesul de management (leadership)

Noi profile de rol, aliniate cu managementul si curestul organizatiei

Competente-cheie pastrate, noi capabilitatidezvoltate sau recrutate

Intelegere clara a unui posibil deficit sau surplusde resurse, stabilirea transferurilor de personalnecesare.

Stabilirea dezvoltarii angajatilor si a carierei ca oactivitate centrala de management

Calitate si rezultate imbunatatite la nivelulproceselor si fluxurilor de lucru realizate cuajutorul echipelor si institutionalizate

Profile de rol/ fise de post/aliniere functionala Descrieri ale functiilororganizationaleModel de cariera

6

5

4

3

2

1

APSeniorExpert

APSeniorAccountant

APAccountant

APJuniorAccountant

APSeniorTeam lead

APTeam lead

APJuniorTeam lead

SeniorAPProcessmanager

APProcessmanager

CareerLevel:

Requirededucation,professionalexperience

Functional Level:

Complexity of the Job / function

high

low

Expertlevel

Managerlevel

Departmentmanager level

high

Model de angajare / recrutareManagementul competentelor

Managementul schimbarii realizeaza ...


Managementul schimbarii livreaza ...

IdentifiedGaps

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 4

1 3 4

1 2 4

1 2 3

1 2 4

Current Profile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3

RequiredProfile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3CoreCapabilities

Developmentmeasures

Mainorganisationalrelationships

Provide monthly salary rights computation and payment acc. topayment calendars

Ensure monthly closingof payrollaccounts accordingtoclosingcalendars

Prepare the accountingforsalaries, socialcontributions and income tax

Prepare annualfiscalfiles forallserved employees

Prepare and delivermonthly reports toControlling

Draw up the ILA and alldocuments related toits p reparation, modification, termination etc.accordingtothe workinginstructions and tothe legislation in force*

Open and update personnelfiles forallserved employees*

Collect, check and centralize alltimesheets and otherrelated documents

Collect and centralize forms foradditionalpayments (e.g. marriage bonus etc.) and issue

employee certificates upon request

Archive payrolland personneladministration* documents accordingto company policy

Mainresponsibilities

Timely salary payments

Timely monthly closing

Numberof payment errors

Utilization of workinghours, OVTneeded

Numberof correct, complete andupdated personnelfiles

Timely issuingof employee certificates(response time)

Timely issuingof addenda(responsetime)

Performance measurement

To ensure payrollservices forall employeesfrom A, B, C, D as wellas forcompany group firms X SRLand YS RL

To manage personneladministration related processes and documents flow foremployees from : A, B, C, D

Mission

Country manager(Payrolland Personneladministration)

Team Leads resp. forthe same Business Division

Team Leads (allPA/PY)

Local, Divisionaland Corporate HR

Corporate LegalDepartment

State authorities

Corporate Tax Department

Corporate Treasury Department

FinancialStatements and reporting

PA/PYServices and Projects

Head of Back Office (Vienna)

Various banks

Externalservice providers

Business representatives


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11/22


11 Adaptarea culturii angajatilor este una dintre cele mai dificile sarcini sinecesita o planificare pe termen lung

Ofera o imagine a culturii companiei si identificafacilitatorii si obstacolele in cultura actuala

Dezvolta o noua cultura organizationala (to-beculture) care implica angajatii si managementul

Dezvolta masuri de implementare si le incorporeazain transformation roadmap

Identifica si nominalizeaza sponsorii pentruimplementare si transfera responsabilitatea pentru oimplementare de succes

Aliniaza top managementul si solicita angajamentulacestora pentru noul model cultural

Masuri concrete pentru implementarea unor valoriabstracte cum ar fi orientarea catre client, schimbulde informatie sau spiritul de echipa

Stabileste pre-rechizitele pentru o organizatie careinvata printr-o intelegere diferita a companiei precumsi a instrumentelor care sunt incorporate in procese

Identificare mai puternica cu organizatia (cuobiectivele si valorile acesteia)

O noua cultura in care managementul ofera modele derol ancorate in procese si organizare

Plan si concept de dezvoltare Team Building Culture-ScorecardEvaluarea culturii Ghid de leadership




Zona de actiune cultura

Customer7Shareholder1

Shareholder4

Shareholder3

Employee3

Employee6

Employee4

Employee2

Employee1

Employee5

Process/org9

Process/org5

Process/org6

Customer2

Customer4

Process/org3

Process/org1

Customer5

Customer1

Employee8

Shareholder5

Shareholder2

Employee7Process/org2

Process/org4

Customer6

Customer3

Process/org8

Shareholder

Whatdothe

Shareholderthink?

Employees

Which Valuesform our

Relations?

Customer

HowdoestheCustomer

characteriseus?

Processes/Organization

Bywhatisour Colla-

boration deterrmined?

Process/org7

. . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . .

Blueprintdefined

End-to-endprocessesdefined

SAP FI/CO Go Live!HQSAP AAGo Live!

Trainers onboarding

Train-the-trainer

End-user class training

End-user on-the-job training

FICO trainers onboarding

FICO Train-the-trainer

FICO End-user class training

Prep. SAP training support

Prep. process training supprt

FICO Branch training

Prep. SAP training supprt


AP,AR,GL,CO

AA

SAP CoEstartup

Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06

*)duedate tobeclarifiedwith process team

*)duedate tobeclarifiedwith SAP team

Branchprocesstraining

HQ

other branches *)calendartobe clarified

Rigid 1 2 3 4 5 6 Flexible

Authoritative 1 2 3 4 5 6 Participative

Controlculture 1 2 3 4 5 6 Trusting

Bureaucratic 1 2 3 4 5 6 Entrepreneurial

Island thinking 1 2 3 4 5 6 Integrated

Shortterm 1 2 3 4 5 6 Long termfocus focus

Employee 1 2 3 4 5 6 Taskfocused focused

Internally 1 2 3 4 5 6 Client/marketoriented focused

Reactive 1 2 3 4 5 6 Proactive

Uninterested 1 2 3 4 5 6 Enthusing

Slow 1 2 3 4 5 6 Quick

Preserving 1 2 3 4 5 6 Innovative

Timid 1 2 3 4 5 6 Bold


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12 Dupa schimbarile tehnice, adaptarea calificarii angajatilor este unelement-cheie in managementul schimbarii

Defineste noi cerinte / competente pentrudiverse grupuri-tinta

Planifica si livreaza masuri de calificare specificegrupurilor-tinta (concepte de training si planuridetaliate de training)

Califica manageri, angajati, traineri, agenti ai

schimbarii (train the trainer, leadershipcoaching, agenti ai schimbarii, )

Aliniaza capabilitatile cerute cu dezvoltareaorganizatiei pe termen lung

Noi profile de rol, aliniate cu afacerea

Identifica si retine competentele-cheie si angajatii-cheie

Analizeaza cerintele de dezvoltare pe baza necesitatilororganizationale si procesuale (de afaceri) deduceconceptele si planurile de training specifice pentru diversegrupuri-tinta

Manageri si angajati calificati in acord cu noile cerinte Retea proprie de traineri si agenti ai schimbarii

Dezvoltarea angajatilor devine o sarcina a managementuluipe termen lung

Managementul competentelor Model de cariera

6

5

4

3

2

1

APSeniorExpert

APSeniorAccountant

APAccountant

APJuniorAccountant

APSeniorTeam lead

APTeam lead

APJuniorTeam lead

SeniorAPProcessmanager

APProcessmanager

CareerLevel:

Requirededucation,professionalexperience

Functional Level:

Complexity of the Job / function

high

low

Expertlevel

Managerlevel

Departmentmanager level

high

Leadership Coaching Retea de agenti ai schimbarii si

training

Concept si plan de training

Blueprintdefined

End-to-endprocessesdefined

SAP FI/CO Go Live!HQSAP AAGo Live!

Trainers onboarding

Train-the-trainer

End-user class training

End-user on-the-job training

FICO trainers onboarding

FICO Train-the-trainer

FICO End-user class training

Prep. SAP training support


FICO Branch training

Prep. SAP training supprt


AP,AR,GL,CO

AA

SAP CoEstartup

Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06Topic Jun 06May 06Sep Oct Nov Dec Jan 0 6 F eb 0 6 Ma r 0 6 A pr 06

*)duedate tobeclarifiedwith process team

*)duedate tobeclarifiedwith SAP team

Branchprocesstraining

HQ

other branches *)calendartobe clarified




Zona de actiune calificare si dezvoltare

IdentifiedGaps

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 4

1 3 4

1 2 4

1 2 3

1 2 4

Current Profile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3

RequiredProfile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3CoreCapabilities

Developmentmeasures


13/22


13 Managerii sunt actorii de baza ai schimbarii Managementul schimbariiii pregateste adecvat pentru acest rol

Pregateste managementul in mod activ pentrunoul lor rol in procesul de schimbare, de ex.reducerea de personal, gestionarea temerilor si arezistentelor, motivarea angajatilor, suport pentruimplementare,

Selecteaza manageri de proiect / program de

transformare puternici, cu reputatie si acceptati Defineste roluri si responsabilitati clare pentru

toti managerii si principiile de leadership

Ofera managerilor coaching individual

O imagine clara a celor mai potriviti driveri ai schimbarii

Manageri puternici si angajati care livreaza si comunica deasemenea si masurile incomfortabile si care isi impingangajatii spre atingerea obiectivelor setate

Manageri de proiect care genereaza schimbari in modproactiv

Intelegere comuna a leadershipului, voce unitara

Angajament vizibil al managementului pentru schimbarilepropuse

Intalniri / cercuri de leadershipdept. / crosS-functionale

Analiza detinatorilor de interese Concept si plan de comunicare

si mobilizareLeadership coaching Ghid de leadership




Zona de actiune dezvoltarea leadershipului

Info Flyer

Existingmedia

steeringcommittees

InformationEvent

in te rn al ne ws i nt er na l n ew s i nte rn al new s

a rt ic le ma ga zi ne a rt ic le ma ga zi ne a rt ic le ma ga zi ne

Ju ne J ul y A ug us t S ep te mb er O ct ob er N ov embe r De ce mbe r

Info Letter

adhoc informationfor internal andexternal media as press releases etc.

Kick Off

OnboardingEvents

internal events ondemandB r an c he s I n fo Ev e nt C o re T e am M e et i ng

ondemand

No1 No 2

Jo bF ai rs J F1 JF 2 J F3 JF 4 JF 5 JF 6

OnboardingPackage

IT Info IT NewsletterPIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8)IT employee

Info(1)IT employee

Info(2)

SAPKick Off Image Campaign

2005

+-

+

-

Impactonsuccess

information status

Dept manager

Board

Unions

Dep.X

Dep.Y

+-

-

+

Influence

Engagement


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14 Regula de baza a transformarii este aliniererea si vocea unica aleadershipului in legatura cu schimbarile dorite

Defineste si comunica o viziune clara

Sustine dezvoltarea in comun a caii detransformare (proiecte, roluri si responsabilitati,transformation roadmap, )

Clarifica rolurile si responsabilitatile pentruschimbare

Asigura alinierea continua a detinatorilor deinterese (cross-functionala)

Implica reprezentantii angajatilor din timp

O imagine clara in cadrul organizatiei despre obiectiv sicalea pana la acesta (viziune / misiune / transformationroadmap)

O intelegere clara a detinatorilor de interese relevanti inorganizatie si a influentei acestora

Preluarea vizibila a responsabilitatii pentru schimbari de

catre management; sponsorii schimbarii asiguradesfasurarea cu succes a proceselor de schimbare in aria lorde responsabilitate

Plan si obiective de transformare aliniate cu angajatii

Targuri de informareDeclaratie de viziune/misiune Leadership Kick Off Leadership Forum

Leadership Coaching Planificarea schimbarii /transformarii




Zona de actiune (re-)orientare si aliniere

Q 1+2

2009

Q 3

2009

Q 4

2009

Q 1

2010

Q 2

2010

Q 3

2010

Q 4

2010

Orga

Processes

Capabilities

Systems HR ERPManagement

Project1

Project2Project3

Project4

Project6

Project5

Project8

Project9

Project10

Project11

Project7

Project12

Project13

Project14

Project15

Mission

Vision

Strategy


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15

Agenda






16/22


Nevoile de schimbare asteptate pentru cresterea rapida si provocarileviitoare de dezvoltare sunt . .

Managementul cunostintelor critice

Angajamentul, suportul sistabilitatea deciziilor la nivel de topmanagement

Managementul cunoasterii

Dezvoltarea leadershipuluischimbarii

Elemente si exempleNevoia de schimbare

Echipe foarte eficiente si retelecross-functionale

Ancorarea managementuluischimbarii in lucrul zilnic

Dezvoltarea capabilitatilorde management alschimbarii

Echipe foarte performante

Workshop de clarificare aobiectivelor (cu executivii)

Plan de comunicare pentrumanagement

Alocarea membrilor in echipade proiect

Onboardings, traininguri

Managementul competentelor

Definirea sistemului si procesuluide management al cunoasterii

Implementarea si monitorizareaKM

Analiza detinatorilor de interese

Retele de agenti ai schimbarii

Traininguri de managementul

schimbarii

In acord cu evaluarea si designulschimbarii

Continuareamanagementului schimbariiElementele vor fi specificate

...

Metodologii selective: Planificarea Managementului Schimbarii

16


17/22


Identified Gaps

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 4

1 3 4

1 2 4

1 2 3

1 2 4

Current Profile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3

Required Profile

Basicknowledge

Skilledknowledge

Detailedknowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3

Identifygaps Closegaps

Specify

requiredskills

Elaborate current

and requiredprofiles

CoreCapabilities

Development

measures

Care suntcompetentele de careau nevoie oameniinostri pentrucresterea si succesulviitoare alecompaniei?

In ce masura suntnecesare anumitecunosinte si o anumitaexperienta pentrudiverse functii?

Ce competente auangajatii nostri?

Comparatie intreevaluarea calificariiangajatilor sicerintele curente sicele viitoare

Train,coach,dezvoltareOn- si offthe job

Metodologii selective: Managementul competentelor

Capabilitatile critice pentru dezvoltarea si cresterea viitoare acompaniei vor fi identificate si dezvoltate

17


18/22


FeedbackImplementare

Implementareamasurilor

Validarea efectuluicanalelor si masurilorutilizate si initiereaimbunatatirilor /adaptarilor

Info Flyer

Existing media

steering

committees

InformationEvent

internal news internal news internal news

article maga zine article maga zine article ma gazine

June July August September October November December

Info Letter

adhoc information for internal and external media as press releases etc.

Kick Off

OnboardingEvents

internal events ondemandB ra nc he s I nf o E ve nt C or e T e am M ee ti ng

ondemand

No1 No 2

Job Fairs J F1 JF2 JF3 JF4 JF5 JF6

OnboardingPackage

IT Info IT NewsletterPIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8)IT employee

Info(1)IT employee

Info(2)

SAP

Kick Off Image Campaign

2005

Plan de comunicarespecific grupurilor tinta

Metodologii selective: Planificarea comunicarii

DesignTo-Be

AnalizaAs-Is

Intelegerea strategiei decomunicare interna acompaniei

Analiza grupurilor tinta si acerintelor de comunicare sia barierelor

Intelegerea programului dedezvoltarea si aprovocarilor istorice

Dezvoltarea scenariului deschimbare, inclusiv mesajele sidos & donts

Selectarea si dezvoltarea canalelorsi masurilor specifice grupurilortinta

Definirea planului de comunicare

Definirea modelului de guvernantapentru comunicare, roluri si resp.

Finance/Controlling/ITemployeesbranches+

headquarter

Existing employees, especially inthebranches, feel insecure about upcoming changes. Theyfearloosing theirjob ornotmeeting thenew requirements.

They need informationabout upcomingchanges.

Petromemployeesstaffed

forservicecentre

Employees forthe servicecentre are motivatedfornewchallengesandat thesametimeunsecureabouttheir newrole .

They need a cleardescriptionof theirnew task and informationabout trainings.

CommunicationneedsTargetgroups

BUManagement Management of business units would liketo know iftheir needsare well understood and would

liketo knowthe statusof theprojects.

As aconsequence mutual understandingandcollaboration hasto bestrengthened.

ProjectCoreTeam Project teammembers need informationaboutproject approach, rulesand activitiesof

otherstreamsfor efficientproject work

New employeesfor SC Newemployees are motivatedfor newchallenges andcurious abouttheir newtasks.

They need informationabout thecompany andtheir tasksfor quickonboarding.

Graduates/Public

Graduates compare criticallythe offerof companies. Theirexpectationsarehighconcerningsalary, fringebenefits, personell development andtraininee- andinternships.Thepublic is interested inthe performanceofPetrom toget animpression aboutfuturedevelopments.N

ew/potential

employees

Existingemployees

Grupuri tinta+nevoi de comunicare

Job Fair

OnboardingEvents

I nf o Le tt er I nf o Fl ye r

OtherIT InfoPIN externalinternal

InformationEvents

Existing MediaIT Info

IT

Finance&Services,Controlling

Employees staffed forSC

BU Management

ProjectCore Team

New employees forSC

AllotherP etromemployees

Graduates/Public

E

G

F

H

A,B,Cdifferent content fordifferent targetgroups of aspecific media

*Projectteam receives informationthrough allother mediadependingo ntheirass ignmentto aspecific targetgroup

Management

Employees

Management

Employees

A

B

C

D

Matricea grupuri tinta/masuri

Un design comprehensiv al comunicarii asigura interactiunea specificaa grupurilor-tinta din cadrul companiei

Masuri si canalede comunicare

DialogueFocus

interviews Motivationevents

Managementletter

Temperaturecheck Intranet Roadshows/

infofairs Forum

Workshops Onbaording

events MilestoneCelebration

Rolloutpreparationmeetings

Ki ck- off s M eet ingsGettogether Information

corner

Communication / Mobilization Toolbox

18


19/22


Interviuri cu liderii organizatiei (all parties): Ce influenta are cultura asupra succesului

dezvoltarii ? Ce dimensiuni sunt critice pentru succesul

dezvoltarii? (definirea scorecard-ului) Evaluarea situatiei As-Is pentru dimensiunile

culturale definite anterior Evaluarea dimensiunilor tinta (= cultura To-Be)

Analiza si designul culturii companiei Culture Scorecard, caracteristica culturii companiei

30 Dimensiuni

Interviuri cu topmanagementul

15 Dimensiuni

Intalniri cu liderii:specific pentru Arii

Filtru I

Filtru II

Procesuld

e

filtrare

/

prioritizare

Top 5 8 dimensiuni pentru unfollow-up specific fiecarei zone

Douaanalize:

1. Area A vs. Area B vs. Area C ...2. Areas A + B + C ... vs To-Be

Metodologii selective: Evaluare culturala

In cadrul evaluarii culturale, trebuie initial identificat si prioritizatfacilitatorul cultural din

= gaps

Customer 7Shareholder 1

Shareholder 4

Shareholder 3

Employee 3

Employee 6

Employee 4

Employee 2

Employee 1

Employee 5

Process/org 9

Process/org 5

Process/org 6

Customer 2

Customer 4

Process/org 3

Process/org 1

Customer 5

Customer 1

Employee 8

Shareholder 5

Shareholder 2

Employee 7Process/org 2

Process/org 4

Customer 6

Customer 3

Process/org 8

Shareholder

What do the

Shareholder think?

Employees

Which Values form our

Relations?

Customer

How does the Customer

characterise us?

Processes/ Organization

By what is our Colla-

boration deterrmined?

Process/org 7

. . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . .

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Pentru fiecare facilitator cultural prioritizat vor fi definite obiectiveclare si vor fi propuse masuri specifice pentru implementare

Strong competitive

position

Realization of

Synergies

High ROI

Driver of

innovation

High Service

Orientation

Clear Decision

making process

Relevanz of

competencies

Personal

Networks

Leadership

Princoples

Communication /

Interaction

Career

Chances

Work-Life

Balance

Learning culture

Customer Shareholder

Processes /

OrganizationEmployees

Strong Client

Focus

Metodologii selective: Evaluare culturala

Comunicare/Interactiune

Facilitator prioritizat

Intarirea

comunicarii

personale

Incurajarea si

dezvoltarea

interactiunii

Intarirea

comunicarii

deschise

Comunicarea

orientata pe

grup tinta

Obiective Masuri pentru implementare (ex.)

Vizite ale managementului

Odata pe saptamana open managementdoor, mgmt raspunde intrebarilor angajatilor

Utilizarea telefonului in loc de e-mail

Business Lunches / After Hours mgmt siangajati

Sesiuni de intrebari si raspunsuri pt angajati

Prezenta mgmt la intalniri cu angajatii

Incurajarea angajatilor de a pune intrebari si araspunde la toate mailurile

Includerea intrebarilor critice in planificareacomunicarii

Comunicarea intrebarilor critice in modproactiv, daca se considera necesar

Customizarea comunicarii in acord cu nevoilediverselor grupuri tinta (continut, utilizareacuvintelor, a frazelor, a limbii, instrumente simasuri utilizate, frecventa etc)

Definirea nevoilor de informatie relevantepentru grupurile tinta

Adaptarea listelor de distributie acorespondentei, evitarea comunicarii duble

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Planul de management al schimbarii va fi elaborat, acoperind indetaliu toate nevoile de schimbare identificate pentru o companie

LC = Leadership circle TMM = Team milestone meetings

Plan de management al schimbarii (exemplu)

JulyJuneMay Aug.

Training needs assessment

Training concept andprogram (SAP, non-SAP)

TMM TMM Joint teamdinner

TMM

EC 1pre-present

& LC

QuarterlyManagementMeeting

EC 2pre-present

& LC

EC 3pre-present

& LC

incl. Strategyworkshop (to-be)

EC 4pre-present

& LC

Activitati

LC LC LC LC

FAQ for senior / middle management

TMM

Project newsletter Project newsletter Project newsletter

Information fairs /road-show

Change readiness assessment

Skills assessment (selective)

Analiza As-Is Design To-Be Way ForwardFocus

ABC 1 ABC 2 ABC 3 ABC 3

1. Alinierea mgmt

2. Comunicare simobilizare

3. Suport pentruimplementare

4. Dezvoltare sitraining pentru

schimbare

5. Echipe foarteperformante

CommunicationMatrix

Plant / departmentmultipliers workshop

LC

Teamtemperaturechecks

Team groundrules

Joint teamkick-off

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Agenda





4-Managementul-schimbarii

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