Change Management Through Workforce

DevelopmentCaroline Walker

Regional Training Consultant

Please stand up and introduce yourself to

someone near you.

Please share with them who you and what

you do.

Keeping people and communities safe……..

Protecting the environment……

Providing emergency response…….

Responding to a disaster……….

Building communities………

Protecting our natural resources………

Making travel safer and more efficient…….

Its not about what we do, its about why we do it!

• Why did you choose this session today?

• What is the change you would like to see?

• Why?

• What does that better tomorrow look like?

Nothing extraordinary ever happened without a leader articulating a vision.

Its not about what we do, its about why we do it!

We don’t have

time

We don’t manage

data that way

Staff Resistant to

change

Yeah, right…

That’s not our

workflow!

The way we do it

works just fine.

It’s too difficult

My team doesn’t

need this

We’ve always

done it this way

So why don’t organizations change?

Jason Clarke-Embracing Change

This is traditionally how we do things

I actually don’t know why we do it this way

Its always been this way

The problem is much older than you think

It’s the same everywhere

The problem is much broader than you think

Its not in the budget

We spent the money in the wrong things

It’s political

I’ve learned to keep my ideas to myself

Why do many change initiatives fail?

• Unclear vision

• Failure to move from vision to action

• Management/Leadership was not sufficiently committed

• The organization was not prepared (strategy)

• Resistance to change

• Communication

• User Education

Is your organization surviving or succeeding?

Are you sure?

Change Management is different from Change Leadership

“You manage things; you lead people.”

Rear Admiral Grace Murray Hopper

Change Management through Workforce Development

Organizations make a large investment in technology without making

the corresponding investment in intellectual capital.

• The best practices and steps to achieve successful change

• How we facilitate change through workforce development

• Keys to success

The Big Change

Opportunity

1. CreateSense of Urgency

2. BuildGuiding Coalition

3.Form Strategic

Vision and Initiatives

4. EnlistVolunteer

Army5. EnableAction by Removing Barriers

6. GenerateShort Term

Wins

7. Sustain Acceleration

8.InstistuteChange

John Kotter’s 8 Steps:

Workforce Development Process

Alignment Analysis Action

Creating a climate for change.

2. Build Guiding Coalition

1. Create Sense of Urgency

3.Form Strategic Vision and Initiatives

Engaging and enabling the organization.

4. Enlist Volunteer Army

5. Enable Action by Removing

Barriers

6. Generate Short Term Wins

Implementing and Sustaining

the Change.

7. Sustain Acceleration

8.Instistute Change

Creating a Climate for Change

Create a Sense of Urgency

• Why?

• Why now?

Sometimes its not about why now, but why it should have happened

last month, last year or even last decade.

Build a Guiding Coalition

• Who will help you drive the change?

- Position Power

- Expertise and Credibility

- Leaders and good communicators

- Diverse

The great thing about being a leader is you aren’t one until you have

followers.

What is Your Vision?

What is Your Vision?

• The vision must be clearly articulated.

• The vision must have meaning.

• The vision must enable.

• The vision must be achievable through strategic initiatives.

Nothing extraordinary ever happened without a leader articulating a vision.

Engaging and Enabling the Organization

Ken and Scott Blanchard

Communication Versus Enablement

Communication Versus Enablement

People do not engage because they want what you have…

They engage because they believe what you believe.

The ultimate goal of communication is to enable people to act.

Enablement

Let people write their own story and take ownership of change.

Common Barriers to Change

Barriers are identified and strategies to overcome are developed through the Workforce Development Process

• Formal structures make it difficult to act.

• Culture discourages innovation and action.

• Personnel making it difficult to act.

• Lack of skills is preventing the change from occurring.

Resistance to Change

Reactions to Change

• Champions

• Helpers

• Bystanders

• Resisters

Generate Short Term Wins

• Where is there an opportunity for immediate impact?

• Set a rapid pace for strategic activities

• Create and recognize short term wins

• Define and engineer visible performance improvements

Implementing and Sustaining the Change

Frances Hesselbein

“Culture does not change because we desire to

change it. Culture changes when the organization

is transformed; the culture reflects the reality of

people working together everyday.”

Sustain Change

• Leverage early wins to sustain and accelerate change

• Invest in developing employees

• Reinvigorate the change process with new projects

• Communicate up and down your chain of command

Making it Stick

• The change is visible across the organization

• Significant benefits seen from adoption and usage

• Adoption and usage that are measurable, there is a cultural shift

• Pockets of change support are in existence across the organization

• Senior leaders and organizational management have some knowledge

of and appreciation for the change

Workforce Development Process

Alignment

AnalysisAction

• Determine organization’s mission and

strategic objectives

• Explore how GIS applications support

these goals

• Evaluate workforce roles that require

GIS interaction

• Identify skills requirements for each role

• Discuss timelines, priorities and budgets

• Develop delivery methods

• Implement the Workforce

Development Plan

• Review strategy to ensure it is still

in alignment with priorities

• Work with consultant to modify as

needed

Benefits of Workforce Development

Component Value

Vision and Strategy A clearly defined outcome that answers the

question “Why?”

Sponsorship Executive leadership support

Stakeholder

Management

Management agrees upon desired outcomes,

supports the process, communicates the

vision

Project Manager Creates environment for success, executes

the vision

Communication Vision constantly reinforced, goals and steps

are clear, support resources promoted

Training Structured, integrated, staff development

program that builds logically over time

Reinforcement Positive reinforcement for successful results

Keys to Success

• Vision

• Executive Sponsorship

• Exceptional Team

• Continuous Communication and Enablement

• Strategic Development of Users

• Commitment

Next Steps

• Schedule a time to meet with your training consultant to

begin the process

• Clearly define your vision and think about your goals

• Commit to the process

• Accept the challenge

Questions?

Please stand up and introduce yourself to

someone near you.

Please share with them who you and what

you do.

Herbert Spencer

“The great aim of education is not knowledge, but action.”

Caroline Walker

Change Management Through

Workforce Development

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