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Change Management Consulting Group 1
We’ll help We’ll help you facingyou facing
crisis effects crisis effects ??
Change Change Management Management ConsultingConsulting
GroupGroup
« Nothing is permanent, « Nothing is permanent, except Change » except Change » Heraclitus, 500bCHeraclitus, 500bC
Change Management Consulting Group 2
Change Management & ConsultingChange Management & Consulting
WARNING
As our new socio & economical reality will be in a more & more constant unstability, this presentation merge intentionaly colors, styles, images & drawsimages & draws,… as a 1er training facing new paradigm,…
“It's not the strongest that survive, nor the most intelligent, but the ones most responsive to change !"
Charles Darwin
Change Management Consulting Group 3
CMC
Change Management Consulting Group 4
CMC – TTFCTTFC
Our meaning:Our meaning:
““Protect & increase Protect & increase organisations organisations
performances by performances by TTraining raining TTo o FFace ace CCrisisrisis””
Change Management Consulting Group 5
Identify, recommend & implement management rules & Identify, recommend & implement management rules & training to enhance individuals training to enhance individuals nornor corporate corporate
performances, by reducing individual stress level.performances, by reducing individual stress level.
CMC
Change Management Consulting Group 6
Change Management & ConsultingChange Management & Consulting
T.T.F.CT.T.F.C, platform, as:
TrainingTraining
ToTo
FaceFace,,
Crisis, Crisis,
& & manage changes !manage changes !
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Change Management & ConsultingChange Management & Consulting
Why ?Why ?
What ? How ? Who ?
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Change Management & ConsultingChange Management & Consulting
● Current economical climate & financial crisis seems to be threats and risks for anybody, increasing organisations frailty and individual warning;
● Unemployment, strikes, lack of revenues, stopping activities, & closing Cy,…
● All elements related to this situation put everybody -& organisations- under an unbearable & permanent STRESS !
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Change Management & ConsultingChange Management & Consulting
● Workers are afraid so much facing reorganizations & restructurations , merges or relocations, than compete with cheaper workers,…
● Workers are also afraid facing any changes, which could represent menaces for their jobs and revenues, &/or « habits »,…
● These permanent distresses are due to these new paradigm and « Changes » which are growing-up in our (always more) profits civilisation;
● Unfortunately, these waves of changes are unavoidable, and will be more and more frequent, strongest, & unpredictable,… Also, we have to face & learn how to manage them !
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Change Management & ConsultingChange Management & Consulting
● STRESS & FEARS effects would impact individual productivity on any level;
On a 1er step, individual anxiety will only impact individual performances;
On a 2nd step, permanent stress will carry-on desease and increase absenteeism,…
On the 3rd step, absenteeisme & demotivation will threaten Cy competitivity;
● Finaly, that’s all economy, which will be affected, reducing business performances for any one’s,…
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Change Management & ConsultingChange Management & Consulting
● Mostly, FEARS are based on ignorance &/or a lack of understanding of:1. The economical mecanisms regarding the crisis; 2. Their Cy strategy &/or tactical actions regarding crisis; 3. Their own capacity to face changes & manage situation;
● Also, to enhance Cy performances, it’s mandatory to COMMUNICATE, teaching & training workers to Face Crisis &/or Changes;
● Knowleges will reduce fears, and increase individual creativity & performances;
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Change Management ConsultingChange Management Consulting
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Change Management & ConsultingChange Management & Consulting
…Ce jeune poulain est seulement âgé de quelques semaines. Or, il ne semble pas du tout effrayé par l’homme (prédateur) que je suis !
Pourquoi ?
Nous pouvons acquérir la même capacité devant les (supposées) menaces,…
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Change Management & ConsultingChange Management & Consulting
La perception des choses dépend du regards que nous portons sur les choses, et les évènements,…
Notre regard –ou la relativité de nos perceptions- repose sur l’éducation, et l’apprentissage;
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Change Management ConsultingChange Management Consulting
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Change Management & ConsultingChange Management & Consulting
…Comme ce cheval adulte, nous pouvons aussi apprendre à regarder la réalité sans nécessairement y voir un danger,
Tout en restant prudent, et sur nos gardes;
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Change Management & ConsultingChange Management & Consulting
Culturellement, cette jeune femme africaine n’était certainement pas préparée à se laisser envahir par ce genre d’animal,…
Cependant, sur ces photos, on peut constater qu’elle a réussi à dominer ses craintes et frayeurs instinctives,...
…, Jusqu’à se laisser tripatouiller par ce poulain de 2 ou 3 semaines;
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Change Management Consulting Group 21
Change Management & ConsultingChange Management & Consulting
Par contre, quoique né en Europe, et vivant au milieu d’un troupeau de chevaux, son jeune fils reste circonspect,… (slide 18)
On peut observer son embarras (stress?) au mouvement de la main gauche en poche, &/ou à la position de la jambe gauche…
Et, face à cette « menace » inhabituelle, il choisi de se réfugier dans le giron maternel protecteur !
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Change Management & ConsultingChange Management & Consulting
Le programme Training To Face CrisisTraining To Face Crisis, (ou Changes), pour nous apprendre à:
Comprendre, Gérer nos paniques & nos instincts face à l’incertitude;
Gérer, sinon provoquer, les changements que nous estimons utiles;
Identifier –apprivoiser- les changements qui nous concernent;
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Change Management & ConsultingChange Management & Consulting
…/ Préserver nos capacités physiques &
intellectuelles face aux « dangers », et ainsi pouvoir:
o Reconnaître les menaces OU les opportunités;
o Conduire les « évènements » là où nous souhaitons nous rendre;
o Déterminer les paramètres qui conditionnent les résultats souhaités;
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Change Management Consulting Group 25
Change Management & ConsultingChange Management & Consulting
Le résultat, c’est une collaboration constructive pour toutes les parties: le poulain devenu cheval pourra ainsi emmener ses « amis » humains là où ils le souhaiteront,…
C’est toute l’histoire de l’humanité face à des prédateurs supposés,…
Ce qui augure bien de notre capacité dans l’apprentissage en gestion de nos stress !
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Change Management & ConsultingChange Management & Consulting
Why ?
WHAT ?WHAT ?
How ? Who ?
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Y2KY2K
Investments
Investments
CMC TTFCTTFC
???????????????????????…2001 2008, 2009…2000…
Financial CRISISFinancial CRISIS==
Social & EconomicalSocial & EconomicalPressurePressure
€€
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CMC STRESS, STRESS,
Under Control Re-using EnergyUnder Control Re-using Energy
STRESS, means :
In Belgium, each year, = an average of : 9 millions « of non-working days » ?!
In EEC, each years, It’s more of 10 millions of sicknesses people due to stress; In UK, it’s more than 60% of the total absenteeism ;
In USA, it means > 50% of abortions,
Also, in EEC, it’s : 1,24 billions € /year, Social security costs ; 2,48 billions €, of costs directly linked to the absenteeism ;
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Change Management & ConsultingChange Management & Consulting
● Si chaque jour, l’environnement « sous stress » d’une entreprise de 500 personnes fait perdre 15’ à chaque employé, alors cela représente : (15’ X 21 jours) X 500 = 2.625 heures, ou encore 328 jours/homme, et cela chaque mois ;
● 328 jours-homme X 12mois, représentent 3.937,5 J/Hommes, soit 18 équivalents temps-plein;
● Si le coût global moyen d'un employé est de +/- 3000 €/mois, alors x 18 cela représentent un coût mensuel non productif de plus de 54,000€, soit 648.000€ annuel, ou encore > 26 millions de BEF;
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CMC SUCRESUCRE
Définitions : tentative ;
Le stress peut être défini comme l’ensemble des réactions d’adaptation physiologiques & psychiques d’un organisme vivant pour faire face aux situations de l’existence, en vue d’assurer sa survie et celle de l’espèce.
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CMC SUCRESUCRE
« Le stress est un corollaire aux changements »
« Chacun fait son stress, sa fatigue, sa dépression, sa maladie pour son propre compte et dans son propre contexte. Chacun cherche à s’adapter au mieux à la vie telle qu’elle se présente à lui ! » (D. Chalvin)
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Change Management & ConsultingChange Management & Consulting
Pour beaucoup, le stress, c’est chaque jour:
la Peur au ventre, dysenterie, vomissements, ulcères,… Fatigue, épuisement, dégoût, perte ou prise de poids,… Hésitation, manque de confiance, anxiété, angoisse,… Manque de concentration, distraction, erreur dans son travail, ou
accidents fréquents… Parfois la boisson,… Et souvent l’évitement: évitement de faire, de décider,
d’avancer, l’évitement des initiatives,… Une perte de productivité progressive… Absences multiples, pour accidents, ou maladies récurrentes,
Problème pour les autres « collègues » qui doivent compenser !
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Change Management & ConsultingChange Management & Consulting
Why ? What ? How ?How ? Who ?
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Change Management & ConsultingChange Management & Consulting
Kick-off a T.T.F.C.T.T.F.C., training-program, such as :
TrainingTraining ToTo
FaceFace CrisisCrisis
& Changes& Changes
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CMC TTFCTTFC
2001,… 2006,… 2008, … 2009 ????2000…
Y2KY2K
Financial crisisFinancial crisis==
Social & EconomicalSocial & EconomicalPressurePressure
€€
InvestmentsInvestments
HR
expertises
HR
expertises
Op
timization
Op
timization
Challenges :Challenges :
Business continuity Clients satisfaction Return on investment Skills & needs fit Evolving Technologies …
Identify, recommend & implement management rules Identify, recommend & implement management rules & training to enhance individuals & training to enhance individuals nornor corporate corporate
performances, by reducing individual stress level.performances, by reducing individual stress level.
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Optimize :Optimize : CommunicationCommunication
Collaboration intra-DptCollaboration intra-Dpt
Individual PerformancesIndividual Performances
Employees involvementEmployees involvement
Individual ContributionIndividual Contribution
Team spiritTeam spirit
……
CMC TTFCTTFC
Protect :Protect : Company SpiritCompany Spirit
HR CapitalHR Capital
Corporate PerformancesCorporate Performances
Business ContinuityBusiness Continuity
Internal Communication Internal Communication
Clients SLAClients SLA
Jobs perennity Jobs perennity
AALLIIGGMMEENNTT
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CMC QO :Health, Security & WelfareHealth, Security & Welfare
Health & welfare Office environment & workplace Activities types & targets Jobs perenity & stress management Social relations types
Security Individuals risk Activities Protection Plan, & Recovery Plan
Organization & Procedures Rules & Responsibilities Tests & Enhancements
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CMC TTFCTTFC
II
MM
II
IdentifyIdentify Changes Changes &/or &/or menaces,…menaces,…
EvaluateEvaluate% level of risks ?
IdentifyIdentifySolutions Solutions
MissionMission
Identify Identify Action PlanAction Plan
ManageManage Changes to reduce Changes to reduce Risks !? Risks !?
InstallInstall Protection PlanProtection Plan
ResultsResults
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CMC TTFCTTFC
5 phases :1. Introduction & Measurement :
Explain « feeling » & behaviour = possible effects on health; Test, & individual « perceptions » values ; Relativity of individuals perception;
Relativity & perception training: What we see is not reality; My reality is not « yours » ? How to train my « instinct » ?
Inventory & exercices, through workshops accross the organization : Do we have negative stress ? If YES, then: Describe symptoms & effects on individual &/or organisation ; Identify real/false possible causes,…
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CMC TTFCTTFC
4 phases :4. ANALYSIS causes through workshops :
Identify stressors: people ? Or Organisation ? Cy strategy ? Dream to imagine solution:
a. Delete/kill ?b. Avoid ?c. Evacuate ?
5. Re-program attitudes: Escape ? Kill ? Face & manage ?
6. Action Plan : What ? Who ? When ? How ? Planning; Steering comittee; Results measurement;
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Clients’ requests• Quality• Delay• Cost
Processes and Procedures to satisfy the Clients’
requests
Clients’ Feed-back
3
Clients requirements are met or surpassed
1 2
5
Company Culture, Environment
& Organization
4
FinanceBudgets
Legislation4
Technologies
4
Quick OverviewQuick Overview :
“ Identify all (f)actors generating stress »
CMC Quick Overview : Methodology
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CMC HR- SUCREHR- SUCRE
MM
II
AA
DeliverablesDeliverables Measurement
Stress Level, Vs productivity ; Employees welfar Vs performances ;
Inventory Stress factors, Outside Vs Inside; Stress effects: Major, Minor, Medium; Stess actors,..
Analysis Possible actions: results Vs costs ; Actor’s actions;
Reporting Actions plan & recommandations; Planning & Potential savings
RR
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Change Management & ConsultingChange Management & Consulting
Why ? What ? How ?
WHO ?WHO ?
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CMC HR Solutions Summary
MethodologyMethodology
HR OptimizationHR OptimizationCMC SolutionsCMC Solutions
Customer needsCustomer needs
Experts, Experts, & &
partnerspartners
CMCCMC
MethodologyMethodology
&&OrganizationOrganization
PeoplewarePeoplewareRecruitmentRecruitment
Competences Centers Competences Centers
Customer’s Strategy & MissionCustomer’s Strategy & Mission
Training SolutionsTraining Solutions
Human Resources abilities & welfareHuman Resources abilities & welfare
Change & Problem ManagementChange & Problem Management
Service Level AgreementsService Level Agreements
Security AlignmentSecurity Alignment
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Change Management & Consulting,… What’s about?
• in Belgium: Change Management Cy, since ‘96;
• in UK: Audit, Advice & Coaching Ltd , since 2002;
• in Africa: Conseil, Organisation & Gestion, since 2003;
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CMC – References
• Bayer Intl, UCB Chemical, • Europ-Assistance, Swiss-Life,…
• GIB-Group/Carrefour, Go-Sport, Quick Intl, • Nagelmakers, Electrabel,Tractebel,…
--• FOREM, T-Interim, CEI-Demeyer, CTG-
Luxembourg, FSE,…
• Cré dit Agricole, Banque de La Poste,• FORTIS, Delta Lloyd,…
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CMC – ...abroad
• in Western Europe: Netherlands, UK, France, Luxemburg, & …Belgium !
• in Middle-East: Marocco + south Sahara, Tunisia,…
• in Africa: RDC (Zaire),
• in Asia: Thaïlande,…
• in Eastern Europe: Russia, Ukraine,…
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CMC HR - Offerings
Quick-Overview HR :
HR Strategy aligned on Business needs
HR abilities : a tactical approach
HR optimization
Tactical Business Plan alignment
Expertises ‘FIT’ & alignment
Employee’s careers & target (MBO)
Performances measurement
Changes management approach
Tools & methodology
Risks management
Activities Protection Plan
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CMC: Tools & MethodologyTools & Methodology
Skills & expertises inventory : Quick-Overview RHQuick-Overview RH
Hiring & Coaching + MBO : In-Placement, & TROCIn-Placement, & TROC
Expertises Alignment & Careers Plan: TROC, & Re-BuildingTROC, & Re-Building
HR integration & team building : TROC, Re-Building, In-Placement,…TROC, Re-Building, In-Placement,…
HR welfare :HR welfare :
T.T.F.CT.T.F.C, + S.U.C.R.E. S.U.C.R.E.
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Change Management & Consulting220/2, Boulevard Lambermont – B-1030 Brussels
@-mail : [email protected] Web: www.aacltd.be
Tel : + 32 (0) 2 303 49 28
Joseph TrompetteJoseph TrompetteBusiness Solutions Manager
@-mail :’[email protected]’ http://www.linkedin.com/in/joetrompette
GSM : + 32 (0) 471 500 701
CMC HR- Optimization