Organisational Change Management Issues in Higher Education Presented By Slade People Solutions

1. Organisational Change Management Issues in Higher Education Presented By Slade People Solutions Tony Griffiths Practice Manager Olivia Holmes Senior HR Consultant

2. Objectives for This Session • AHEIA Survey - Your feedback • Slade Group Observations & feedback • Where should we focus attention?

3. The Bronze Age Orientation Day

4. Survey conducted by AHEIA “Managing Organisational Change Workshop Training - needs analysis” Conducted March 2011 • 27 respondents • Who responded • Director level X 11 • Manager level X 8

5. Questions Asked • Would it be useful for staff of your University to attend training on “Managing Organisational Change” targeted specifically to the sector? • In you opinion how important are the following topics (14 topics) • List any other topics that should be covered in a “Managing Organisational Change” workshop • What are the greatest issues with managing organisational change in the higher education context?

6. 1. Would it be helpful for staff from your University to attend training on “Managing Organisational Change” targeted specifically to the sector? Yes 81%But!Pg 3

7. Feedback from Q.1 • Needs to be tailored • Organisational change’ clause is very specific • What differentiates this course from others. • Each EA is different. • Need for contemporary change rather than industrial and process change. • Skills rather than general discussion. • Differences in change management from one University to another

8. 2. In discussing Organisational ChangeHow important are the following topics? Pg 4 • Seen as being Very or Extremely important • Communications Strategy – 99% • Risk Minimisation and Management – 91% • Implementation Issues- 88% • Process for change- 84%

9. 3. List any other topics… Pg 5 • Contemporary trends in related industries • Diagnosing change readiness • Articulating the need for change • Identifying and supporting champions of the process • Resourcing the change process • Adopting a project management framework

10. Other topics cont. • The role of Unions in the change process • Winning over everyone (post implementation strategy and review) • Emotional responses to change management

11. 4. Greatest Issues in Managing Change Pg 6 • EAs & Unions, industrial obligations • Line managers not engaged in the process • Inconsistency in methodology • Preparation and communication • Accepting that change is ongoing – Change readiness • Change fatigue

12. 4.Greatest Issues in Managing Change • Culture of resistance to change • Failure to link change to strategic goals • Perception by staff that the decision is out of their hands- already made • Slowness of process • Resourcing – in general and at department level

13. Unique? Does Higher Education Consider itself Unique? If so what are the factors?

14. What makes your institution unique? Factors include: I. Smith (2010) • Academic purpose first • Academic method (test debate argue) • Loyalty to discipline first then institution • Big Business but a University business • Collegiality VS Managerialism • Collegiality: Create interpret transmit argue • Managerialism: Goals objectives planning and organising

15. Critical HE change factors • Codified and legally binding EBAs • Bradley review – vision and direction • Market realities • Student numbers • Education Delivery methodology • Technology

16. Topics of Importance • Communications Strategy – 99% • What exists now? • What works? • Risk Minimisation and Management – 91% • How does it fit in the change process • Identification • Implementation Issues- 88% • Consultation • How much is enough • Process for change- 84% • What instruments are you using surrounding methodology

17. Slade Feedback • Satisfaction Surveys within Higher Education • 80% felt that they “could not be heard” • They were cynical about expressing opinions • They felt that ideas “go nowhere” • There is a lack of opportunity to be involved in the decision making process • Providing feedback can label you a trouble maker • Is this surprising? • What effect can this have on change?

18. Trends in Change Management Communication • Strategies must take into account the who, what, when, how and why • Who needs to know about the changes? • What do they need to know about the changes? • When do they need to know about the changes? • How should information be communicated? • From whom should the information be communicated?

19. Tips in Change Management Communication • Real conversations on a regular basis – this means the communication of measurements, results and consequence • Ensure that you have measurable goals so you can track and communicate your progress towards the goals to your staff • Identify “the early adopters”

20. Trends in Change Management Risk Minimisation • Complexity of change • Stakeholders – both internal and external • Organisational capability (including employee engagement)

21. Tips in Change Management Risk Minimisation • A pilot program or a project of smaller magnitude • Ensuring organisational cultures, structures, competencies, policies and procedures which support the change initiative • A stable and supportive external environment that supports continuous learning and reward innovation and risk taking • Good communication and collaboration with both internal and external stakeholders ensuring they are kept informed and involved in the change effort • Recognition of Change Saturation / Fatigue • Change centre leadership – leading, coordination and facilitating change • Operative performance management systems with the capability to measure the success of change

22. Trends in Change Management Implementation • a clearly defined structure • communication strategy • a plan What does a good plan have? • A clear vision which is aligned back to the organisations vision and mission • A clearly documented case for change • A clearly defined plan, milestones and measurements

23. Tips in Implemenation • Active and visible leadership • Communications strategy that is effective, consistent and persistent – driven at the direct supervisor level • A structured approach to change – making the unknown known • Dedicated resources • Employee participationProsci - 2009

24. Success factors of the top 20% 1Real Insights, Real Actions • Strive for a full, realistic awareness and understanding of the upcoming challenges and complexities, then follow with actions to address them. 2Solid Methods, Solid Benefits • Use a systematic approach to change that is focused on outcomes and closely aligned with formal project management methodology. IBM Global “Making Change Work” Study

25. Success factors of the top 20% 3Better Skills, Better Change • Leverage resources appropriately to demonstrate top management sponsorship, assign dedicated change managers and empower employees to enact change. 4Right Investment, Right Impact • Allocate the right amount for change management by understanding which types of investments can offer the best returns, in terms of greater project success. IBM Global Making Change Work Study

26. Engagement & Top Down Leadership Vineet Nayar CEO HCL (Hindustan Computers Ltd) 65,000 employees • Employees First, Customers Second. (Harvard business press 2010) • Increase engagement = increased transparency 360 Degree Reviews published internally • Financials published Internally • Dialogue with CEO published (blog) • 2008-2010 grew 23% & increased market share by 21% Revenue $700 million - $2.6 billion

27. Where should attention be focused? • ______________________________________ • ______________________________________ • ______________________________________

28. Top 10 trends in Change Management 1 Management of a change portfolio 2 Creation of Centers of excellence 3 Creating a standardised approach to change 4 Recognition of Change Saturation / Fatigue 5 Integration of change management with project management 6 Change Management is a requirement of Project Management Slade Group 2010 Planning

29. Top 10 cont… • Increase use of Methodology and Tools • Dedicated resources and budget for the change project • Competency Building • Increased awareness of Change Management as a factor in ROI How do you define ROI? Slade Group 2010 Planning

30. Change • Just because everything is different doesn't mean anything has changed. Irene Peter • It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. – C.S Lewis