“Managementul schimbarii, factor critic de succes pentru ... · PDF fileManagementul...

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

Sorin Buga: +4 0755 044134 [email protected]

Manfred Schmauch: + 4 0745 [email protected]

Solutii practice pentru iesirea din criza

Bucuresti, 23 Octombrie 2009

“Managementul schimbarii, factor critic de succes pentru transformarea afacerii”

mailto:[email protected]

mailto:[email protected]

© 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


Ganditi “all-inclusive”!

3

Strategie

Organizare

Procese

Sisteme

Communicare / mobilizare

Managementul Programelor /

Proiectelor

Cultura

Leadership

Motivare

Capabilitati

Elementele care lipsesc sau care sunt gresite in ADN-ul companiei se numesc MUTATII.

Mutatiile sunt boli si pot conduce la moarte!

Managementul Schimbarii = Management Comprehensiv


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 mod comprehensiv in cadrul proceselor de schimbare cerute sau

dorite.

... trebuie adaptat unor situatii si obiective specifice.


5

Agenda






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 isi implica in mod proactiv si angajatii in aceasta “calatorie”.

Managementul schimbarii – realizeaza:

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

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


Nu exista “one change fits all“ – fiecare proiect de schimbare este planificat si condus individual …

7

• Masuri / Feedback pe marginea masurilor implementate

• Adaptare si dezvoltare ulterioara 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 managementului schimbarii

• Identificarea si analiza detinatorilor de interese• Analiza impactului schimbarii

Design To-Be

• Dezvoltarea conceptului de schimbare si a abordarii

• Elaborarea unui Change Roadmap, a rolurilor si responsabilitatilor

Planificarea in detaliu

• Masuri detaliate de comunicare si mobilizare

• 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 Angajamentul vizibil al managerilor responsabili pentru schimbare faciliteaza mobilizarea pana la nivelul fiecarui angajat

Zona de actiune mobilizare & angajament

• Identifica “jucatorii” din organizatie si interesele si influenta acestora, le incorporeaza in procesul de transformare si le gestioneaza in consecinta (de ex. solicita responsabilitatea pentru comunicare, atingerea obiectivelor, …)

• Defineste si aliniaza masurile de comunicare si mobilizare in concordanta cu impactul schimbarii si analiza detinatorilor de interese

• Stabileste comunicarea deschisa “fata in fata”

• Elaboreaza chestionare regulate pentru a intelege “atmosfera” din organizatie si stabileste masurile de interventie adecvate

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

• Preluarea ferma a responsabilitatii pentru schimbarile viitoare 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, coaching individual, sesiuni de feedback, …)

• Revizuiri continue ale schimbarii si feedback cu/catre management 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+-

+

-

Imp

act o

n s

ucc

ess

information status

Dept manager

Board

Unions

Dep. X

Dep. Y

+--

+

Infl

ue

nce

Engagement

Ø

ØPowerful business case

Clear Vision

Leadership

Commitment

Integrated planning and teams

Eficient communication

Change cababilities

Aligned performance and culture


9Schimbarile la nivel de organizare si procese vor fi acompaniate pas cu 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 de competenta, deduce noile cerinte de calificare a angajatilor

• 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 a organizatiei, imbunatatirea continua bazata pe calitate si implementarea obiectivelor (de ex. procese, interfete)

• Implementeaza dezvoltarea angajatilor ca o parte integranta din procesul de management (leadership)

• Noi profile de rol, aliniate cu managementul si cu restul organizatiei

• Competente-cheie pastrate, noi capabilitati dezvoltate sau recrutate

• Intelegere clara a unui posibil deficit sau surplus de resurse, stabilirea transferurilor de personal necesare.

• Stabilirea dezvoltarii angajatilor si a carierei ca o activitate centrala de management

• Calitate si rezultate imbunatatite la nivelul proceselor si fluxurilor de lucru realizate cu ajutorul echipelor si institutionalizate

Profile de rol/ fise de post/ aliniere functionala

Descrieri ale functiilor organizationale

Model de cariera

6

5

4

3

2

1

AP Senior Expert

AP Senior Accountant

AP Accountant

AP Junior Accountant

AP Senior Team lead

AP Team lead

AP Junior Team lead

Senior AP Process manager

AP Process manager

Care

er

Level:

Required e

duca

tion, pro

fess

ional e

xperience

Functional Level:

Complexity of the Job / function

high

low

Expert level

Manager level

Department manager level

high

Model de angajare / recrutareManagementul competentelor

Managementul schimbarii realizeaza ...


Managementul schimbarii livreaza ...

Identified Gaps

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3Co

re

Ca

pa

bilit

ies

De

ve

lop

me

nt m

ea

su

re

s

Main organisational relationships

• Provide monthly salary rights computation and payment acc. to payment calendars

• Ensure monthly closing of payroll accounts according to closing calendars

• Prepare the accounting for salaries, social contributions and income tax

• Prepare annual fiscal files for all served employees

• Prepare and deliver monthly reports to Controlling

• Draw up the ILA and all documents related to its preparation, modification, termination etc. according to the working instructions and to the legislation in force*

• Open and update personnel files for all served employees*

• Collect, check and centralize all timesheets and other related documents

• Collect and centralize forms for additional payments (e.g. marriage bonus etc.) and issue employee certificates upon request

• Archive payroll and personnel administration* documents according to company policy

Main responsibilities

• Timely salary payments

• Timely monthly closing

• Number of payment errors

• Utilization of working hours, OVT needed

• Number of correct, complete and updated personnel files

• Timely issuing of employee certificates (response time)

• Timely issuing of addenda (response time)

Performance measurement

• To ensure payroll services for all <company> employees from A, B , C, D as well as for company group firms X SRL and Y SRL

• To manage personnel administration related processes and documents flow for <company> employees from : A, B , C, D

Mission

• Country manager (Payroll and Personnel administration)

• Team Leads resp. for the same Business Division

• Team Leads (all PA/PY)

• Local, Divisional and Corporate HR

• Corporate Legal Department

• State authorities

• Corporate Tax Department

• Corporate Treasury Department

• Financial Statements and reporting

• PA/PY Services and Projects

• Head of Back Office (Vienna)

• Various banks

• External service providers

• Business representatives


10Conflictele si rezistenta in organizatie vor fi identificate in mod regulat si combatute prin metode targetate

• Dezvolta o intelegere solida a situatiei si a implicatiilor pentru diversi detinatori de interese, adreseaza temerile, zvonurile si asteptarile

• Clarifica nevoia si intentia schimbarii solicitate printr-o “poveste” consistenta de transformare pe o axa a timpului

• Utilizeaza canale de comunicare top down si bottom up – comunica onest, rapid, la timp si eficient cu diverse grupuri tinta

• Dezvolta si utilizeaza agenti ai schimbarii inainte de implementarea masurilor

• Cerinte clare pentru unituri / detinatori de interese, intelegerea atmosferei generale si a starii personalului, identificarea posibilelor lipsuri in comunicare

• Intelegerea clara a detinatorilor de interese relevanti, a rolului si influentei lor in cadrul organizatiei

• Comunicarea si intelegerea viziunii, strategiei si motivatiei schimbarii

• Preluarea specifica a responsabilitatii pentru schimbarile viitoare de catre management

• Feedback regulat din partea organizatiei si a comisiilor pentru implementarea unor masuri de interventie rapida

Analiza detinatorilor de interese Plan si concept de comunicare Planificarea schimbarii / transformarii

Retele de agenti ai schimbarii Sounding Board


Instrumente de schimbare (Examples)


Zona de actiune conflicte si rezistenta

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

Project 1

Project 2Project 3

Project 4

Project 6

Project 5

Project 8

Project 9

Project 10

Project 11

Project 7

Project 12

Project 13

Project 14

Project 15

Info Flyer

Existing media

steering

committees

Information Event

internal news internal news internal news

article magazine article magazine article magazine

June July August September October November December

Info Letter

ad hoc information for internal and external media as press releases etc.

Kick Off

Onboarding Events

internal events on demandBranches Info Event Core Team Meeting

on demand

No1 No 2

Job Fairs JF1 JF2 JF3 JF4 JF5 JF6

Onboarding Package

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

+-+

-

Imp

act o

n s

ucc

ess

information status

Dept manager

Board

Unions

Dep. X

Dep. Y

+--

+

Infl

ue

nce

Engagement

Ø

Ø


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

• Ofera o imagine a culturii companiei si identifica facilitatorii si obstacolele in cultura actuala

• Dezvolta o noua cultura organizationala (to-be culture) care implica angajatii si managementul

• Dezvolta masuri de implementare si le incorporeaza in “transformation roadmap”

• Identifica si nominalizeaza sponsorii pentru implementare si transfera responsabilitatea pentru o implementare de succes

• Aliniaza top managementul si solicita angajamentul acestora pentru noul model cultural

• Masuri concrete pentru implementarea unor valori “abstracte” cum ar fi orientarea catre client, schimbul de informatie sau spiritul de echipa

• Stabileste pre-rechizitele pentru o organizatie care invata printr-o intelegere diferita a companiei precum si a instrumentelor care sunt incorporate in procese

• Identificare mai puternica cu organizatia (cu obiectivele si valorile acesteia)

• O noua cultura in care managementul ofera modele de rol ancorate in procese si organizare

Plan si concept de dezvoltare Team BuildingCulture-ScorecardEvaluarea culturii Ghid de leadership




Zona de actiune cultura

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

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

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

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

Blueprint defined

End-to-end processes defined

SAP FI/CO Go Live ! HQSAP AA Go 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 CoE startup

Topic Jun ‘06May ‘06Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06Topic Jun ‘06May ‘06Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06

*) due date to be clarified with process team

*) due date to be clarified with SAP team

Branch process training

HQ

other branches *) calendar to be clarified

Rigid 1 2 3 4 5 6 Flexible

Authoritative 1 2 3 4 5 6 Participative

Control culture 1 2 3 4 5 6 Trusting

Bureaucratic 1 2 3 4 5 6 Entrepreneurial

Island thinking 1 2 3 4 5 6 Integrated

Short term 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/ market

oriented 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


12 Dupa “schimbarile tehnice”, adaptarea calificarii angajatilor este un element-cheie in managementul schimbarii

• Defineste noi cerinte / competente pentru diverse grupuri-tinta

• Planifica si livreaza masuri de calificare specifice grupurilor-tinta (concepte de training si planuri detaliate de training)

• Califica manageri, angajati, traineri, agenti ai schimbarii (train the trainer, leadership coaching, agenti ai schimbarii, …)

• Aliniaza capabilitatile cerute cu dezvoltarea organizatiei pe termen lung

• Noi profile de rol, aliniate cu afacerea

• Identifica si retine competentele-cheie si angajatii-cheie

• Analizeaza cerintele de dezvoltare pe baza necesitatilor organizationale si procesuale (de afaceri) – deduce conceptele si planurile de training specifice pentru diverse grupuri-tinta

• Manageri si angajati calificati in acord cu noile cerinte

• Retea proprie de traineri si agenti ai schimbarii

• Dezvoltarea angajatilor devine o sarcina a managementului pe termen lung

Managementul competentelor Model de cariera

6

5

4

3

2

1

AP Senior Expert

AP Senior Accountant

AP Accountant

AP Junior Accountant

AP Senior Team lead

AP Team lead

AP Junior Team lead

Senior AP Process manager

AP Process manager

Care

er

Level:

Required e

duca

tion, pro

fess

ional e

xperience

Functional Level:

Complexity of the Job / function

high

low

Expert level

Manager level

Department manager level

high

Leadership Coaching Retea de agenti ai schimbarii si training

Concept si plan de training

Blueprint defined

End-to-end processes defined

SAP FI/CO Go Live ! HQSAP AA Go 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 CoE startup

Topic Jun ‘06May ‘06Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06Topic Jun ‘06May ‘06Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06

*) due date to be clarified with process team

*) due date to be clarified with SAP team

Branch process training

HQ

other branches *) calendar to be clarified




Zona de actiune calificare si dezvoltare

Identified Gaps

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3Co

re

Ca

pa

bilit

ies

De

ve

lop

me

nt m

ea

su

re

s


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

• Pregateste managementul in mod activ pentru noul lor rol in procesul de schimbare, de ex. reducerea de personal, gestionarea temerilor si a rezistentelor, motivarea angajatilor, suport pentru implementare, …

• 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 de asemenea si masurile “incomfortabile” si care isi imping angajatii spre atingerea obiectivelor setate

• Manageri de proiect care genereaza schimbari in mod proactiv

• Intelegere comuna a leadershipului, voce unitara

• Angajament vizibil al managementului pentru schimbarile propuse

Intalniri / cercuri de leadership dept. / crosS-functionale

Analiza detinatorilor de interese Concept si plan de comunicare si mobilizare

Leadership coaching Ghid de leadership




Zona de actiune dezvoltarea leadershipului

Info Flyer

Existing media

steering

committees

Information Event




Info Letter


Kick Off

Onboarding Events


on demand

No1 No 2


Onboarding Package


Info (1)IT employee

Info (2)

SAP


2005

+-+

-

Imp

act o

n s

ucc

ess

information status

Dept manager

Board

Unions

Dep. X

Dep. Y

+--

+

Infl

ue

nce

Engagement

Ø

Ø


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

• Defineste si comunica o viziune clara

• Sustine dezvoltarea in comun a caii de transformare (proiecte, roluri si responsabilitati, transformation roadmap, …)

• Clarifica rolurile si responsabilitatile pentru schimbare

• Asigura alinierea continua a detinatorilor de interese (cross-functionala)

• Implica reprezentantii angajatilor din timp

• O imagine clara in cadrul organizatiei despre obiectiv si calea pana la acesta (viziune / misiune / transformation roadmap)

• O intelegere clara a detinatorilor de interese relevanti in organizatie si a influentei acestora

• Preluarea vizibila a responsabilitatii pentru schimbari de catre management; sponsorii schimbarii asigura desfasurarea cu succes a proceselor de schimbare in aria lor de responsabilitate

• Plan si obiective de transformare aliniate cu angajatii

Targuri de informareDeclaratie de viziune/misiune Leadership Kick OffLeadership 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

Project 1

Project 2Project 3

Project 4

Project 6

Project 5

Project 8

Project 9

Project 10

Project 11

Project 7

Project 12

Project 13

Project 14

Project 15

Mission

Vision

Strategy


15

Agenda






Nevoile de schimbare asteptate pentru cresterea rapida si provocarile viitoare de dezvoltare sunt …. .

Managementul cunostintelor critice

Angajamentul, suportul si stabilitatea deciziilor la nivel de top management

Managementul cunoasterii

Dezvoltarea leadershipului schimbarii

Elemente si exempleNevoia de schimbare

Echipe foarte eficiente si retele cross-functionale

Ancorarea managementului schimbarii in lucrul zilnic

Dezvoltarea capabilitatilor de management al schimbarii

Echipe foarte performante

Workshop de clarificare a obiectivelor (cu executivii)

Plan de comunicare pentru management

Alocarea membrilor in echipa de proiect

Onboardings, traininguri

Managementul competentelor

Definirea sistemului si procesului de management al cunoasterii

Implementarea si monitorizarea KM

Analiza detinatorilor de interese

Retele de agenti ai schimbarii

Traininguri de managementul schimbarii

In acord cu evaluarea si designul schimbarii

Continuarea managementului schimbarii Elementele vor fi specificate …

...

Metodologii selective: Planificarea Managementului Schimbarii

16


Identified Gaps

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

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

Basic knowledge

Skilled knowledge

Detailed knowledge

Expertknowledge

1. 2. 3. 4.

1 2 3

1 2 3

1 3 4

1 2 4

1 2 3

1 2 3

Identify gaps

Close gaps

Specify required

skills

Elaborate current and required

profiles

Co

re C

ap

ab

ilit

ies

De

ve

lop

me

nt

me

asu

res

•Care sunt competentele de care au nevoie oamenii nostri pentru cresterea si succesul viitoare ale companiei?

• In ce masura sunt necesare anumite cunosinte si o anumita experienta pentru diverse functii?

•Ce competente au angajatii nostri?

•Comparatie intre evaluarea calificarii angajatilor si cerintele curente si cele viitoare

•Train, coach, dezvoltare On- si off the job

Metodologii selective: Managementul competentelor

Capabilitatile critice pentru dezvoltarea si cresterea viitoare a companiei vor fi identificate si dezvoltate

17


FeedbackImplementare

• Implementarea masurilor

• Validarea efectului canalelor si masurilor utilizate si initierea imbunatatirilor / adaptarilor

Info Flyer

Existing media

steering

committees

Information Event




Info Letter


Kick Off

Onboarding Events


on demand

No1 No 2


Onboarding Package


Info (1)IT employee

Info (2)

SAP


2005

Plan de comunicare specific grupurilor tinta

Metodologii selective: Planificarea comunicarii

Design To-Be

AnalizaAs-Is

• Intelegerea strategiei de comunicare interna a companiei

• Analiza grupurilor tinta si a cerintelor de comunicare si a barierelor

• Intelegerea programului de dezvoltarea si a provocarilor “istorice”

• Dezvoltarea scenariului de schimbare, inclusiv mesajele si do„s & dont„s

• Selectarea si dezvoltarea canalelor si masurilor specifice grupurilor tinta

• Definirea planului de comunicare

• Definirea modelului de guvernanta pentru comunicare, roluri si resp.

Finance/Controlling/IT employees branches +

headquarter

• Existing employees, especially in the branches, feel insecure about upcoming changes. They fear loosing their job or not meeting the new requirements.

• They need information about upcoming changes.

Petrom employees staffed

for service centre

• Employees for the service centre are motivated for new challenges and at the same time unsecure about their new role.

• They need a clear description of their new task and information about trainings.

Communication needsTarget groups

BU Management• Management of business units would like to know if their needs are well understood and would

like to know the status of the projects.• As a consequence mutual understanding and collaboration has to be strengthened.

Project Core Team• Project team members need information about project approach, rules and activities of

other streams for efficient project work

New employees for SC• New employees are motivated for new challenges and curious about their new tasks.• They need information about the company and their tasks for quick onboarding.

Graduates/Public

• Graduates compare critically the offer of companies. Their expectations are high concerning salary, fringe benefits, personell development and traininee- and internships.The public is interested in the performance of Petrom to get an impression about future developments.N

ew

/po

ten

tia

l e

mp

loy

ee

sE

xis

tin

g e

mp

loy

ee

s

Grupuri tinta+ nevoi de comunicare

Job Fair

Onboarding Events

Info Letter Info Flyer

OtherIT InfoPIN externalinternal

Information Events

Existing MediaIT Info

IT

Finance & Services, Controlling

Employees staffed for SC

BU Management

Project Core Team

New employees for SC

All other Petromemployees

Graduates/Public

E

G

F

H

…A,B,C…dif ferent content for different target groups of a specific media

* Project team receives information through all other media depending on their assignment to a specific target group

Management

Employees

Management

Employees

A

B

C

D

Matricea grupuri tinta/ masuri

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

Masuri si canale de comunicare

DialogueFocus

interviews Motivation events

Managementletter

Temperature check Intranet Roadshows/

info fairs Forum

Workshops Onbaording

events Milestone Celebration

Rollout preparation meetings

Kick-offs MeetingsGet together Information

corner

Communication / Mobilization Toolbox

18


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 top managementul

15 Dimensiuni

Intalniri cu liderii:specific pentru Arii

Filtru I

Filtru II

Pro

ce

su

l d

e f

iltr

are

/

pri

ori

tiza

re

Top 5 – 8 dimensiuni pentru un follow-up specific fiecarei zone

Doua analize:

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 prioritizat facilitatorul cultural din <companie>

= 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

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

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

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

19


Pentru fiecare facilitator cultural prioritizat vor fi definite obiective clare 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 management door“, mgmt raspunde intrebarilor angajatilor

• Utilizarea telefonului in loc de e-mail

• Business Lunches / „After Hours“ mgmt si angajati

• Sesiuni de intrebari si raspunsuri pt angajati

• Prezenta mgmt la intalniri cu angajatii

• Incurajarea angajatilor de a pune intrebari si a raspunde la toate mailurile

• Includerea intrebarilor critice in planificarea comunicarii

• Comunicarea intrebarilor critice in mod proactiv, daca se considera necesar

• Customizarea comunicarii in acord cu nevoile diverselor grupuri tinta (continut, utilizarea cuvintelor, a frazelor, a limbii, instrumente si masuri utilizate, frecventa etc)

• Definirea nevoilor de informatie relevante pentru grupurile tinta

• Adaptarea listelor de distributie a corespondentei, evitarea comunicarii duble

20


Planul de management al schimbarii va fi elaborat, acoperind in detaliu 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 team dinner

TMM

EC 1 pre-present & LC

QuarterlyManagementMeeting

EC 2 pre-present& LC

EC 3 pre-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 si mobilizare

3. Suport pentru implementare

4. Dezvoltare si training pentru schimbare

5. Echipe foarte performante

CommunicationMatrix

Plant / departmentmultipliers workshop

LC

Teamtemperaturechecks

Team groundrules

Joint teamkick-off

21


22

Agenda





“Managementul schimbarii, factor critic de succes pentru ... · PDF fileManagementul...

Documents

Transcript of “Managementul schimbarii, factor critic de succes pentru ... · PDF fileManagementul...