Programme

1. CHANGE MANAGEMENT: ITS RELEVANCE TO OCCUPATIONAL SOCIAL WORK IN BRINGING ABOUT A TRANSFORMED ORGANISATION Kristo Skosana & Gladys Makondo 13 March 2013

2. Programme Part 1 • Organisational Change Management Context • Change Management Role • Preparing for Change • Role Players in Project Success • Sponsor Role • Change Champions Network • Resistance Management • Emotional Cycle of Change Exercise Part 2 • Background and Context • SITA Vision and Mission • SITA Change Management Vision • SITA Change Management Model • SITA Turnaround Change Management Interventions

3. Initiate Change Sustain Change OCM Context CHANGE 8. Make It Stick 1. Increase Sense Of Urgency 2. Build A Guiding Team 7. Don’t Let Up 6. Create Short-Term Wins 3. Get The Right Vision 5. Empower Action 4. Communicate Buy-In Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press Enable Change

4. OCM Phases

5. Phase1: Initiate Change External Drivers(e.g. legislation, technology..) Environment • This phase focuses on leadership interventions pertaining to external drivers for change and the impact on the internal vision and mission of the organisation. Internal (Vision, Mission)

6. Phase 2: Enable Change Organisation • This phase focuses on the impact of change on strategy, systems, policy, processes and procedures. To enable change to take place, an organisation needs to align and transition from the current state to the future state. Strategy Structure Policies Systems Procedures Processes

7. Change at Organisational Level Phase 1 – Preparing for Change Define Your CM Strategy Phase 2 – Managing Change Develop and Implement CM Plans Phase 3 – Reinforcing Change Collect and analyse feedback Diagnose Gaps and Manage Resistance Implementing change management activities that affect broad groups of employees. This process is shown below: Organizational change management process

8. Phase 3: Sustain Change Individual • The final phase addresses the impact of change on employees to adopt changes through changing behaviour and attitudes. Cognitive Behaviour Performance Output

9. Change at Individual Level Individual change management is a process for managing change at an individual level with each employee as shown below: The ADKAR Model Managers that have direct employees are responsible for facilitating individual change management. The process for managing change on an individual level has five elements that serve as the sequential building blocks of success. This change model is referred to as ADKAR®. Awareness Desire Knowledge Ability Reinforcement

10. Change Management Role

11. Focus for Change Management Organisational Level Adoption of System Coaching Change Network Meet Project objectives Build Capability Develop Competence Ensure return on investment (ROI) Prosci 2007 Proficiency in using the system Utilisation of System Managerial Level Individual Level

12. Comparing Change Management and ROI + Net cash flow of project period 0 Time (periods) - Exceptionally managed change cash flow Poorly managed change cash flow Expected cash flow

13. Preparing for Change

14. Connecting the ‘people side’ back to project and organizational success Project Name Purpose Particulars People If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented If people don’t change how they do their job, then we ultimately won’t achieve what we set out to from the beginning

15. Role Players in Project Success Three key role players in the success of projects

16. Sponsor Diagram Political Sponsor Primary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Secondary Sponsor Champions Champions Champion Champion Champions Champions Champions Champions

17. Sponsor Role The Sponsor s’ role has multiple thrusts • Political (Contextual) • Strategic side (Leadership) • Vision • Strategy • Project side (Decision making) • Resources • Scope • Timelines • People side (Action) • Communications • Coalition building • Visible participation

18. Levels of Sponsorship

19. Primary Sponsor Role • Chairs the Change management meetings. • Advice and gain commitment from the other members. • Represent business. • Build relationship between employees and project. • Coach employees through change and provide management vision and direction. • Reviews the Change management scope and the overall impact to the affected stakeholders including users. • Facilitate the implementation of the change in their business. • Provide guidance and feedback to Change management team on the implementation of the change initiatives. • Identifies risks and issues and own the action plan to manage the risks engaging with key stakeholders.

20. What is a Change Network (CN)? • A group of people that assists with the implementation and assist to integrate the project with the business to strengthen ownership. • The Change Network comprises of Change Championsand Change Agents. • It is both a formal and informal network to leverage communication channels and roll out of change management interventions.

21. The Role of the Change Champions • Plan and implement SMART(Specific, Measurable, Achievable, Reliable and Time Bounded) change initiatives in their own areas • Provide a symbolic leadership: Facilitate internal communication presentation • Lead change impact briefing sessions in their areas

22. The Role of the Change Champion The effective Change Network will influence upwards, downwards and sideways

23. In other words…. The Change Network plays a very important role in the Change Management process

24. Change Network Structure Change Network Team Structure Feedback to/from Change Champions Change Champions Progress Updates Change Agents Project Change Management Team End Users

25. Resistance Management • Change Resistance is the equivalent of an individual or team’s rejection of an organisational change activity that reduces the effectiveness of the change process. It may build up gradually over time, initially having no significant effect on the performance of a process, or appear suddenly at a very high level. • All change can generate scepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements. • . “The only person who likes change is a wet baby.” R. Blitzer

26. Generic Pillars of Resistance • Resistance to change can be rational, emotional and/or political. • The rational aspects of change are easy to identify and work through. Individuals are able to state their support or objections to the event. • Often the emotional and political aspects of change are hidden beneath the surface. The political landscape of the organization has to be understood and then identification of the possible forms or resistance. Awareness of the individual emotional responses which can be deeply held by the individual and not often shared need to be observed and unravelled.

27. Manifestations of Resistance • Avoidance of responsibility • I’m not surprised • Silence • Nit-picking • Pressing for solutions • Changing the subject • Flooding with detail • One-word answers • Impracticality • Attacking • Compliance • Confusion

28. How to Manage Resistance • The systemic intervention creates the structure and establishes the overall temperament for engaging resistance. However, resistance cannot be managed as a group event. Change, after all, is experienced individually. Thus the systemic approach must be accompanied by the one-on-one encounters or small group meetings. It is in these more intimate settings that individual frames of reference can be understood and validated. Here, resistors obtain the self-awareness that leads to owning one’s own resistance. • Surface it … ask for it • Listen … acknowledge it • Pin point the source– what is it? • “Name that Resistance” … put it in words using neutral language • Call for action -- help them take responsibility for the part they control. • These conversations revolve around understanding the resistor’s frame of reference from three key perspectives: (1) the disruption caused by the change; (2) their motivation to change; and (3) the source of any resistance.

29. Change management competency is Change management competency is Continuous Continuous Highest Highest evident in all levels of the organization evident in all levels of the organization process process profitability and profitability and Organizational Organizational Level 5 Level 5 and is part of the organization’s culture and is part of the organization’s culture improvement in improvement in responsiveness responsiveness competency competency and intellectual property. and intellectual property place place Organizational Organizational Organization Organization - - wide standards and methods wide standards and methods Selection of Selection of Level 4 Level 4 are broadly deployed for managing and are broadly deployed for managing and common common standards standards leading change leading change approach approach Multiple Multiple Comprehensive approach for managing Comprehensive approach for managing Examples of best Examples of best Level 3 Level 3 change is being applied in multiple projects change is being applied in multiple projects practices evident practices evident projects projects Isolated Isolated Some elements of change management are Some elements of change management are Many different Many different Level 2 Level 2 being applied in isolated projects being applied in isolated projects tactics used tactics used projects projects inconsistently inconsistently Adhoc or Adhoc or Little or no change management applied Little or no change management applied People People - - dependent dependent Highest rate of Highest rate of Level 1 Level 1 without any formal without any formal project failure, project failure, absent absent practices or plans practices or plans turnover and turnover and productivity loss productivity loss PROSCI Change Management Maturity Model™

30. Part 2 SITA Change Management and Turnaround Process

31. Background & Context Background and Context • The turnaround strategy is a platform on which the requirements for a successful Prime Systems Integrator must be realised, • To align to the above mandate, the turnaround recommended an organisational overhaul to rolled out through multiple projectsthat will focus on different aspects of the business. These include: • Business Model Definition; • Organisational Capability Definition ; and • Organisation Architecture Implementation. • The change management agenda for the turnaround is required to meet the change management needsof all programmes under the turnaround implementation. • Moreover, it will drive change interventions that will curtail anxiety and stress during the transformation process. The goal is to deliver seamless change management efforts (continuous engagement) that will sustain employees through this period of transformation, whilst building foundations for crafting the new SITA culture. • The change management for the turnaround is broadly informed by SITA ‘s approved integrated change management strategy.

32. SITA Vision & Mission: Turnaround Change Management key drivers VISION “Be the lead ICT agency to enable public sector service delivery.” MISSION “To render an efficient and value added ICT service to the public sector in a secure, cost-effective and integrated manner, contributing to service delivery and citizen convenience."

33. Change Management vision for the Turnaround and key principals for successful change Key Guiding Principles Turnaround Change Management Vision • Leadership sponsorship • Careful planning • Measurement • Engagement • Support Structures • Communication • Team building • To ensure that the business principles and behavioural requirements for the turnaround are merged together at all levels to advance effective transition of employees and transformation of SITA

34. Phase 1: Organisational Review Phase 2: Organisation Design Phase 3: Implementation Change Management Communication Rolling out the Turnaround Strategy Entails the review of the organizational strategic intent, the review of the SITA capabilities, to understand where the organisation is going to determine the platform on which the new org structure has to be developed Involves the actual design of the Org Structure, the design principles, the updating of the capabilities, as well as the design of competencies and the job profiles Focuses on implementing the new Org structure, including training and Migration

35. Implementation Phase – Change Management Plan The Change Management Interventions initiatives as per the project implementation phases Project Phase Context/Objective Desired Outcomes • Building the case for change for the turnaround strategy • Rational • Impact • Drivers • Implementation • Employees awareness sessions • Change readiness assessments • Engagement sessions • Facilitate interactive engagements based on the Turnaround, • Create awareness of SITA new visions, • Rational for the turnaround, • Generate buy-in from employees to support to change; • Assess employee level of readiness towards the pending change, • Create excitement towards the pending change. Phase 1: Organisational Review • Facilitate the various engagement forums, • Support projects engagement, information sessions and communication requirements of the organisation architecture phase of the project. • Job fairs, • Ensure employees are aligned to key project activities, • Employees are knowledgeable about the OA-project activities • Impact assessment • Provide varied tools of employees engagement Phase 2: Organisation Design

36. Implementation Phase – Change Management Plan The Change Management Interventions initiatives as per the project implementation phase 3 Project Phase Context/Objective Desired Outcomes • Policy implementation roadshows • Continues engagement sessions in the various forums • Policy implementation • Information dissemination • Impact assessment • Job fairs • Induction and onboarding • Ensure employees are knowledgeable of how the new SITA has been translated into the various policies, strategies and frameworks. • Buy-in • Break despondence of employees • Improve morale • Ensure an engaged workforce Phase 3: Implementation • The impact of the Migration and Placement on staff is not only emotional but financial as well. It is possible that not all staff are quipped to make the decisions regarding the financial implications of the options/outcomes of the Migration and placement process. • Informed staff and positive staff - whatever the outcome of the placement process. • Employee Wellness Programs • Financial Counselling • Career Counselling

37. SITA Change Management Methodology SITA Change Management Model Change Management Vision Organizational Readiness Purpose of the Change Management Strategy Stakeholder management Plan S I T A O C M S T R A T E G Y Communication Plan Objectives of the Change Management Strategy Training Plan Situational Analysis Risk Mitigation Plan Team Structure Sponsorship Roadmap Change Champion Network Critical Success Factors for the change Resistance Management Plan Lessons Learned Framework OCM Approach Change Embedding Requirements Impact Evaluation Consequential Management Evaluation & Continuous Reinforcement

38. Workstream Charter

39. SITA Change Management Methodology Various tools are used in order to deliver on change management objectives • Communication Strategy • Stakeholder Engagement Strategy • Communication Plan • Stakeholder Engagement Plan (Inclusive of Leadership Plan) • Leadership Assessment Alignment Tools • Employee Engagement Assessment Tools • Assessment (readiness, impact) tools • Change Impact Tool (Monitoring and Evaluation Tool) …all of these tools will be used throughout the project.

40. ADKAR model towards Employee engagement has been identified as a measurable tool of employee’s commitment and buy-in to the change process The ADKAR Model as the necessary link to both employee engagement and communications.. • Current and Future • Effective awareness communication designed to lay a strong foundation of familiarity with the change key concepts • Measurable return on awareness when implementing effective • awareness efforts • enforced by leadership availability • change activities to enhance morale • AWARENESS • 2. DESIRE • Enhanced familiarity with key change concepts by providing the necessary training, • Explicitly define the behaviours to be modelled by leaders • Diagnose organisational and individual capabilities • Disseminate existing change, project competencies across the organizations • Build individual skills and self-confidence • 3. KNOWLEDGE • 4. ABILITY • Continues focus group discussions breeds loyalty and responsiveness • Reduced despondence, detachment • maintaining momentums • 5. REINFORCEMENT

41. Stakeholder Management is a critical success factor: SITAZENS will be engaged by different groups representatives • Will communicate the new Organisation Structure • Will highlight the benefits of the new structure for SITA and our clients Executive Group: • Will ensure effective operationalisation of the new structure and business processes. • They will address any confusion in the provinces so business Provincial Heads • Will engage you and ensure understanding of what the organisation expects from each department and SITAzens. • Will have one-on-one discussions with SITAzens on new roles Senior and General Managers • Will provide support on the project team during the migration and transfer period. • Will be available as an information point for SITAzens. HR Operations • Will ensure that project information is disseminated in their different environments. • Will facilitate sessions to ensure understand and gather concerns and/or input from SITAzens for escalation to project team. Change Champions

42. Strategy & Approach: Communication & Mobilization Internal Mobilisation and Communications is the nerve of any transformation programme • The objectives of Internal Mobilisation and Communications are to: • Provide an effective communication strategy that creates awareness of the Organisation Architecture project and its roll-out • Ensure SITAzesns understand their respective roles and key activities resulting in the achievement of the above • Mobilise SITAzens to contribute and buy in to the change • Develop initiatives to manage risks and barriers to the implementation • Provide the opportunity for feedback from SITAzens Messages will be developed in line with the project milestones.

43. Communication channels relevant JOH-RNS003-20070522-JvW-P1 Audience Communicators Channel of communication SET • Leadership • Interactive workshops to align on key message SET • MCF/CCF representatives • Interactive workshop with consultative representatives to ensure alignment Change team • SITAzenry • Informative workshop with Managers and employees • SITAzenry CEO breakfast • Involving briefing and interactions with employees and clients Corporate comms • SITAzenry • Updates via news letter • Feedback and comments via the portal

44. Change Management Tools: Change Agents The Change Champion Network is an effective tool in driving out the change agenda at a peer-to-peer level Skills and Characteristics of Change Agents Expectations of Change Agents • Credibility at all levels of the organisation • Ability to give and receive feedback / coaching • Good listening / interpersonal communication skills • Demonstrates desired culture values and behaviours • Good follow-up skills • Ability to influence, push for action • Commitment to results • Ability to quickly pick up Change Management skills and tools: • Facilitation and Communication • Root cause analysis problem solving • Feedback and coaching • Recognizing and dealing with resistance • Communication of the organisation in the Change Management Process: • Able to conduct/facilitate sessions/workshops • Able to onboard new appointees in the business (about the overall project) • Issue Resolution: • Assist stakeholders in resolution of issues related to the project (e.g. ensure each user can access training portal) • Partner with departmental managers to implement the changes: • Drive the preparation, facilitation and implementation (particularly with role profiling work) • Co-facilitate meetings initially (e.g. 1-on-1 staff engagement for role profiling) • Transition to background coach role

45. Change Management Tools: Assessments The process of conducting assessments/surveys is an ongoing exercise for the change management team A Change Readiness Assessment assesses an organization’s ability to change. It takes the pulse of the organization in order to determine to what extent key stakeholders understand, support and will help to implement the change. The change impact assessment examines the degree of change impact on the employees’ wellbeing

46. Thank You