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Prepare for Change


Ideas for Today and Tomorrow Change is inevitable: Internal Factors Aging infrastructures Aging workforce Projects vs. programs New hire expectations External Factors ... – PowerPoint PPT presentation

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Title: Prepare for Change

Prepare for Change
  • Ideas for Today and Tomorrow

Change is inevitable
  • Internal Factors
  • Aging infrastructures
  • Aging workforce
  • Projects vs. programs
  • New hire expectations
  • External Factors
  • Use of web and E-Gov initiatives
  • Speed of technological changes
  • Legislative and political demands
  • New programs

Stages of Change
  • Ending
  • Say good-by to the old
  • Middle
  • Transition define the institutional change
  • Beginning
  • New high performance process implemented

3 Questions about Change employees ask
  • What will I gain?
  • What stays the same?
  • What will I lose?
  • Change has an emotional impact on employees that
    leaders cannot afford to ignore. Process will
    change on schedule but emotions will transition
    according to buy-in by individuals.

Marathon Effect for leaders William Bridges
  • Clear vision
  • Clear goals and deliverables
  • Communications
  • Interpersonal skills

Rapid pace of change in technology
  • Internet
  • Personal Computing
  • Enterprise Solutions
  • Creative Destruction economics term applied
    to IT when implementing a new technology replaces
    and destroys the impact of the old technology

As an individual, be prepared for
  • Technology change technology and processes used
    to meet goals
  • Cultural change org goals and structure
  • Personal change sense of self

Methods of adjusting to Change
  • Take responsibility for your own performance and
  • Ask questions about process and intent, look for
    specific deliverables and measures.
  • Support other members of your work group
  • Focus on maintaining customer service.
  • Get involved with decision making.

Develop a personal skills assessment
  • Do a skill assessment
  • Interpersonal skills
  • Managerial skills
  • Technical skills
  • Prepare for new roles - interchangeability is key
  • Consistency and best practices are essential
  • Be flexible through shifting assignments for
    temporary, short term roles and development
  • Accountability we must measure performance

Assessing your skills
  • What informal learning have you done?
  • What formal classes or certifications do you
  • What new skills or technologies will be
    implemented in the organization?
  • What are your developmental opportunities as
    related to the departments future direction?
  • What training resources are available?
  • Cost? Timing?
  • Prepare an annual performance management
    development plan in collaboration with your

Interpersonal and managerial skills
Interpersonal Managerial
Coaching and counseling Performance management
Communicating effectively Planning and time management
Managing change Project management
Managing conflict Problem solving and decision making
Influence and negotiation Setting goals and standards
Assess your options
  • Self-assess IT non-IT capabilities skills
  • What is your position, assignment, current
  • What is your career path its required skills
  • Which certifications might be Important? Cisco,
    CompTia, Microsoft, etc.
  • What opportunities may arise from the new IT
  • What environment do you do well in?
  • Working alone vs. as part of a team
  • Lead vs. follow
  • Managed/directed vs. set own course

For Managers For Change to succeed
  • Requires marketing persuasion multi-channel
    communications is critical to success.
  • Coach employees through transition phases while
    implementing process changes.
  • Champion the changes explain changes and lead
    by example.

For Managers Change leadership skills critical
to IT
  • Map current processes
  • Assess current staff skills
  • Measure gap between future needs and current
    skills present
  • Train employees for changing technical processes
  • Create small wins pilot projects prove
    feasibility and build buy-in at all levels
  • Sustain the process ensure that clients are
    getting benefits promised

Assessing current staff
  • List each staff member by current role
  • Assess current state of skills under 3 headings
  • Interpersonal
  • Managerial
  • Technical
  • Define gaps between current and future state
    needs by position
  • Address developmental needs by individual on
    performance management plan

For Managers What IT clients need
  • Risk avoidance
  • Fresh perspective
  • Standardization to assure consistent end user
  • Networking exchange of ideas with others
    managing a new process change
  • Jointly defined measures of success

For Managers Demonstrate credibility
  • Know the goal - assure it is achievable
  • Consolidation of IT reliability at lower cost
  • Build confidence use pilot projects or implement
    a few successful changes at a time
  • Prepare evidence
  • Call to action

Best practices for individuals
  • Use state HR Performance Management documents to
    record a learning plan and goals update
    quarterly with your manager.
  • Define growth areas, find resources and commit to
    a timeline.
  • Develop and adopt team and workgroup
    collaboration skills.
  • Upgrade your public speaking, reading, writing
    communications skills.
  • Learn project management skills.

Best practices for organizations
  • Define current skills and performance and future
    needs. Do a gap assessment for the organization.
  • Track measure tasks, assignments and projects.
    Check against customer feedback.
  • Education and training are key components in
    creating successful IT staff.
  • Rotate job assignment within a division or unit
    to provide lateral and upward mobility.
  • Implement vendor best practices configuring and
    operating computer systems.

Best practices related to IT customer service
  • Seek involvement of customers at every stage of
    change process.
  • No changes implemented during business hours (6
    am - 11 pm) with major changes on Sunday.
  • 7 X 24 on site and on call after hours support
    for all critical services.
  • Document procedures software configurations.
    Validate, publish and continually improve them.
  • Use strong security practices and procedures to
    prevent downtime or damage to customer files.

  • Managing change requires that you develop and
    balance both interpersonal/managerial skills with
    technical skills
  • Technical skills alone will not meet the

Managing Change requires
  • Current organizational assessment individually
    and by work group
  • Clear goals and standards
  • Gap analysis of skills
  • Learning plan
  • Assessment of progress against goals and standards

Resources for learning currently in state
  • BHR Office of State Training and Organizational
  • Internally delivered classes through OIT
  • Local colleges and technical Institutions
  • Commercial training organizations (V-Tech)
  • Ultimately, you are accountable for your own
    learning plan and results.

  • Discussion and Questions
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