PMIS Phase 1 Haiti Site Visit – Focal Point Discussion

1. PMIS Phase 1Haiti Site Visit – Focal Point Discussion PMIS Change Management Team 28 Aug 2014

2. Topics • Change management principles / approach • Focal Point role / HQ support • Change activity planning • Issues and concerns • Miscellaneous items • Network connectivity • Smartphone usage

3. PMIS Phase 1: Linking Work-streams(HR & Payroll) Plan Architect Configure and Prototype Test Train Deploy Go Live! Plan Engage PAHO Stakeholders Determine Change Impacts Mobilize Entity Change Teams Implement Entity Change Plans Reinforce Changes Communicate Vision and Timeline Showcase Executive Support Q & A Publish Role & Process Changes Provide Info on Training and Support Share Success Stories Jan May July Sept Nov Jan 2015 Mar Systems Implementation PAHO-wide Change Management Country Office and Department Change Management Staff engagement, including communications

4. Present State (No PMIS) Transition State Desired State (PMIS Implemented) Process of Change Adapted from concepts developed by Kurt Lewin and Richard Beckhard

5. During the transition state, people are changing their: Current Thinking Behaviors Knowledge Culture Assumptions Identity Present State (No PMIS) Desired State (PMIS Implemented)

6. Implementation history at PAHO Low Risk Medium Risk High Risk Survey of Change Agents

7. Status Quo PS DS Commitment Time

8. Status Quo PS DS Commitment Time

9. Status Quo PS DS Sponsors and Sponsorship Commitment Time

10. Status Quo PS DS Sponsors and Sponsorship Commitment Agents & Change Teams Time

11. Status Quo PS DS Sponsors and Sponsorship Commitment Agents & Change Teams Individual Resistance Time

12. Status Quo PS DS Sponsors and Sponsorship Commitment Agents & Change Teams Individual Resistance Collective Resistance = Culture Time

13. Status Quo PS DS Sponsors and Sponsorship Commitment F.O.R = Frame of Reference F.O.R. Agents & Change Teams Individual Resistance Collective Resistance = Culture Time

14. VISION Status Quo PS DS Sponsors and Sponsorship Commitment WHERE? WHAT? F.O.R. Agents & Change Teams Individual Resistance Collective Resistance = Culture Time

15. VISION Status Quo PS DS Sponsors and Sponsorship Commitment HOW? WHERE? WHAT? REMEDIES F.O.R. Agents & Change Teams 1. Desirable 2. Attainable Individual Resistance Collective Resistance = Culture Time

16. VISION RATIONALE Status Quo WHY? WHY NOW? PS DS Tangible Future State Sponsors and Sponsorship Commitment HOW? WHERE? WHAT? REMEDIES F.O.R. Agents & Change Teams 1. Desirable 2. Attainable Individual Resistance Collective Resistance = Culture Time

17. VISION RATIONALE Status Quo WHY? WHY NOW? PS DS Tangible Future State Sponsors and Sponsorship Commitment HOW? WHERE? WHAT? REMEDIES F.O.R. Agents & Change Teams 1. Desirable 2. Attainable Individual Resistance Collective Resistance = Culture Time

18. Resistance • Resistance is a natural part of the change process • Resistance results from a disruption in a pattern of expectations • The greater the disruption, the greater the resistance • Individuals lose the ability to manage resistance unless it is overtly expressed • Resistance is not necessarily a sign of disloyalty or incompetence

19. Reasons for resistance • Inability • Personal: lacking necessary skills, knowledge, etc. • Task: lacking necessary resources • Unwillingness: lacking motivation to apply abilities and resources • Resulting from perceptions of the change as: • Of no apparent value • Too difficult and demanding • Too risky • The wrong option, and/or • Untested, unproven compared to other options* * Adapted from the Par Group’s, Influencing for Results training.

20. Level of Commitment to Change or Steps in Selling Change Internalization X Institutionalization X X Adoption Installation (Commitment Line) X X Positive Understanding X Understanding (Threshold of Understanding) X Awareness X Contact

21. Champion Roles in change Sponsor Authorize and lead change Agent Inspire and motivate targets Plan and implement change Target Change behaviors, emotions, knowledge

22. Sponsor Responsibilities • Sponsors legitimize change • Communicate their commitment to change to targets within scope of influence • Assign agents to plan and guide the implementation • Determine measures of success • Monitor progress and hold people accountable • Manage resistance and build readiness to change

23. Agent Responsibilities • Agents guide change • Ensure that sponsors understand and execute their roles • Communicate with targets whenever possible to increase their understanding & commitment and reduce their concerns • Continually connect and listen and feed concerns back to the Change Management team and to Sponsors • Solicit the support of Champions who can help build enthusiasm for the change

24. PMIS Role Assignments – Haiti Phase 1Country Offices and Centers role assignment model

25. Training Overview • A comprehensive training strategy and plan has been elaborated that includes training for the various target audiences and end users • A variety of methodologies will be used to deliver the training, including online reference materials, classroom and virtual training • Training materials such as videos, job aids, and Power Point presentations will be available via the PMIS Learning Portal • On-going support and briefings will be offered

26. Training Overview • Training will vary according to the roles and may be spread over different days, taking on average: • The total amount of training that you will need is based on the role(s) that you hold PMIS Trainer HR Partner Personnel / Contingent Workers Manager 32 hours 12-20 hours 8-10 hours 4-6 hours

27. Questions so far

28. Discussion • What are the issues and concerns that you see here in Haiti related to PMIS? • Who are all of the sponsors in Haiti? Do the they understand their roles? Have they taken any actions so far to legitimize the change? • What do you think needs to be done by the sponsors to be seen as committed to this change? • Do you have a good understanding now of your role as a Focal Point (Change Agent)? How can I help you in your role? • What do you think you need to do between now and go-live to help the Haiti office move through the transition?

29. Country Office Connectivity • ITS working with COs and Centers – Administrators and System Admins - to address connectivity • Plan is for each office to have a primary and secondary ISP, with secondary having a separate point of entry into the facility • New firewalls and content filtering software to be installed for Internet security and to regulate usage and prioritize business-related traffic • ITS and PRO will be providing guidance – technical specifications, RFP template, evaluation criteria, SLA minimum requirements • Local management of ISP contracts with central oversight of network operations and funding for both primary and secondary circuits • Most locations expected to have adequate primary ISP before year end • Haiti – Primary: Digicel microwave (Bourdon & PROMESS). Secondary: Astrium satellite (Bourdon) – low bandwidth – seeking alternative.

30. Smart Phone and Tablet Usage • Workday works on iPads, iPhones, Windows tablets, and Androids, but not all functions are supported on all devices • How many of the staff in Haiti use smart phones and tablets? • What makes / models do people typically use? • How important is it for people to be able to access Workday via smart phone or tablet? What do you see as the benefits?

31. Extra slides

32. Committed sponsors believe the change is a business imperative . . . • Vision: a clear definition of what change must occur • Pain: a level of discomfort with the status quo that makes change attractive • Resources: a thorough understanding of resources necessary for successful implementation and the ability and willingness to commit them • Persistence: the capability to demonstrate consistent support for the change and reject any short-term action that is inconsistent with long-term change goals • Sensitivity: the capacity to fully appreciate and empathize with the personal issues major change raises • Consequence Management Techniques: prepared to reward supporters of change & express displeasure with those who inhibit it

33. . . .and act accordingly • The Long View: an in-depth understanding of the effort the change will have on the organization • Power: the sanctioning power to legitimize the change with targets • Scope: the capacity to understand thoroughly the size of the group to be affected by the change • A Public Role: demonstrates public support & commitment to change • A Private Role: meets privately with individuals or groups to convey strong personal support for the change • A Willingness to Sacrifice: the commitment to pursue the transition, knowing that there is a price

34. Sponsor behaviors Expressed Modeled Reinforced Formal and informal oral and written communications about the change. Sponsor’s behaviors and activities that represent the desired change. Planned resource allocation and formal and informal rewards that reinforce the desired change Capitalize on strengths to leverage and manage risks

35. Workday Role: HR Partner

36. Workday Role: Compensation Finance Partner

37. PMIS Role: PMIS Trainer

38. “Personnel” and “Contingent Workers” People are categorized in Workday as either “Personnel” or “Contingent Workers”

39. PAHO Contract Types