© 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”
© 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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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.
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
5
Agenda
Ce este managementul schimbarii? – definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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 ...
Instrumente de schimbare (Exemple)
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Examples)
Managementul schimbarii livreaza ...
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
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
Prep. process 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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
Prep. process training supprt
FICO Branch training
Prep. SAP training supprt
Prep. process 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
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune dezvoltarea leadershipului
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
15
Agenda
Ce este managementul schimbarii? – definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
FeedbackImplementare
• Implementarea masurilor
• Validarea efectului canalelor si masurilor utilizate si initierea imbunatatirilor / adaptarilor
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
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
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
© 2000 - 2009 by Ensight Management ConsultingAll rights reserved
22
Agenda
Ce este managementul schimbarii? – definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
Top Related