Strategies for Engaging Staff During Times of Change

Transcription

1 Strategies for Engaging Staff During Times of Change Developed by the New Jersey Child Support Institute NJCSI is a collaborative partnership of the New Jersey Department of Human Services, Division of Family Development, Office of Child Support Services (OCSS); the Judiciary; the County Welfare Agencies (CWA); and the Institute for Families at the School of Social Work, Rutgers, The State University of New Jersey

2 Introductions Alexander Figueroa Associate Program Manager, NJCSI Eileen Kelly-O Brien Training Coordinator, NJCSI 2

3 Agenda Discuss types of organizational changes. Explore reasons for staff resistance to change. List strategies for managing change. Define motivation, employee engagement, and self-determination theory. Discuss strategies for increasing employee engagement. 3

4 Discuss the Most Recent Change at Work 4

5 Reasons for Change Management Social Climate Changing Economy Reaction to Internal and External Pressure Government Regulations Advances in Technology 5

6 Change Management Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented for achieving lasting benefits of change. Change must be realistic, achievable, and measurable. 6

7 Change Management Includes: Thoughtful planning New Jersey Child Support Institute Sensitive implementation Consultation with, and involvement of the people affected by the change 7

8 Organizational Change Management vs. People Change Management Organizational Change Management (OCM) A method for transitioning a process, system, or organization from a current state to a desired state People Change Management (PCM) Addresses the human abilities, perceptions, and emotions that accompany change 8

9 Four Phases of Change Management Transition Denial Commitment Resistance Exploration 9

10 Denial Phase Things were good in the past It can t happen here Business as usual Refusing to hear new information 10

11 Resistance Phase We have always done it this way Loss and anger Blaming others Stubbornness Complaining Getting Sick 11

12 Exploration Phase What is going to happen to me? Seeing possibilities Indecisiveness Unfocused work Clarifying goals Exploring alternatives 12

13 Commitment Phase Where am I headed? Focus Teamwork Vision Cooperation Balance 13

14 People and Change Management New Jersey Child Support Institute 14

15 ADKAR Model A change management model Explains the five elements required for individuals to successfully embrace and participate in change. 15

16 Elements of ADKAR Awareness of the need for change Desire to participate and support the change Knowledge necessary to know how to change Ability to implement required skills and behavior Reinforcement to sustain the change 16

17 Build Awareness Strategies New Jersey Child Support Institute A person s understanding of the nature of the change Key messages Channels for communication Timing Communicators Awareness of the need for change

18 Promote Desire Strategies Influenced by the nature of the change New Jersey Child Support Institute Managers and supervisors cannot dictate or control an employee's desire to change Use enablers that create a desire to change Listen and understand objections Involve employees Convert the strongest dissenters Desire to support the change

19 Create Knowledge Strategies New Jersey Child Support Institute Information about behaviors, processes, tools, systems, skills, job roles, and techniques needed to implement the change Training programs Job aids and quick references Coaching Knowledge on how to change

20 Develop Ability Strategies New Jersey Child Support Institute Ability to implement change can be developed by: Providing a safe environment Using a hands-on supervisory style Measuring performance Planning an intervention Ability to implement required skills

21 Reinforce the Change Strategies Avoid losing momentum from the initial implementation Celebrations and recognition Rewards Feedback from employees Audits to measure performance Reinforcement to sustain the change

22 Change Management Scenario New Jersey Child Support Institute 22

23 Additional Strategies for Managing Change Situational Awareness Understand change Who is impacted Supporting Structures Sponsors Change Management team Strategy Analysis Risks Resistance 23

24 Situational Awareness Understand the Change Management Goal What do you want to achieve? How will you know when you achieve it? Who is affected? How will they react? How much can you do yourself? How much help do you need? Is the vision clear? 24

25 Supporting Structures Sponsors and Change Management Team Show active and visible support Ensure project is a priority Communicate frequently Communicate understanding Provide resources Gain buy-in 25

26 Strategy Analysis Risks Limited resources Impact of change on customers Decline in morale Unanticipated obstacles Project put on hold Change does not deliver results 26

27 Motivation and Employee Engagement Motivation Intrinsic motivation Extrinsic motivation Self-determination theory Employee engagement 27

28 Hierarchy of Needs Established by psychologist Abraham Maslow Basic needs must be met before more advanced needs Self-Actualization Esteem Love Safety Physiological 28

29 The Puzzle of Motivation New Jersey Child Support Institute 29

30 Highlights Discuss types of organizational changes. Explore reasons for staff resistance to change. List strategies for managing change. Define motivation, employee engagement, and self-determination theory. Discuss strategies for increasing employee engagement. 30

31 Contact Us Alexander Figueroa, NJCSI , ext. 212 Eileen Kelly-O Brien, NJCSI , ext