Transformation module 2 detailing behaviour 4 feb 16

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(1105687-U)MODULE 2 WORKSHOP29-Jan-16

What we will cover(

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Pass out completed index cards & read your new card out loud & then try to guess who wrote it.

The person that was guessed will say "yes" or "no" depending on if it was their card or not.

Who wrote the note card can briefly explain their story

Only gets one guess. Everyone can reveal which card was theirs.Pass out an index card & dont do anything with them until given instructions.

Write down an interesting thing they have done. Dont share your answers with anyone.

Examples: "I ate bugs before", "I once drank a gallon of milk", "I lived in seven different states". Something that not everyone would already know about them.

Pass your index card to me.Whodunit allows participants to learn interesting facts about each other

This is a simple get to know you game in which Participants guess what facts correspond to what Participants in the class.

It may be helpful to present instructions visually on the board with both written instructions as well as picture cues to accommodate different levels of reading & ability to follow multistep directions.

Facilitator may want to write examples on the board & emphasize that the examples should not be copied. Facilitator can ask comprehension questions after explaining the directions to both assess Participant abilities & make sure that the game will run smoothly.

If there is only a few Participants who havent been guessed, this can be a good opportunity to encourage critical thinking & the ability to inference. Participants can try & problem solve who could be attributed to each fact.2

Icebreaker

15 minutesEndIndividual Exercise (15 mins)

There are 4 flipcharts around the room

1. What are you leaving behind to be here today?

2. What do you want to take away from today?

3. What are you offering to the group today?

4. How would we like to work together today? Visit each in turn & add your comments

A different way of establishing Ground rules!

Its a really good exercise to enable learners to not only get focused on the days training but also to get everyone moving from the start & meeting each other as they do so.

This icebreaker helps you, the trainer, to identify the motivation of the learners.

Flipchart 1. What are you leaving behind to be here today? Can help individuals park their outside concerns.

Flipchart 2. What do you want to take away from today? Helps you, the trainer, establish a group consensus about what the focus of your training will be (e.g. how much time/emphasis to give each topic).

Flipchart 3. What are you offering to the group today? Helps to establish the idea that the training day will be one of sharing ideas & experience.

Flipchart 4. How would we like to work together today? Helps the learners to establish ground rules.3

Ground rule gamesListen to others

Dont put other people down

Respect Confidentiality & Trust

Show Respect

Dont Interrupt others

Try to accept others viewsClassroom Procedures and General Information

The Bathrooms are where

The Break Refreshments include:

The Room for Lunch is whereLunch menuA vegetarian option is offered

Cell phones on off

Please dont email or text during course

4Try to accept others views.or at least understand them!ExampleAfter introductions, ask participants to lay down some ground rules that will prevent the occurrence of problems they have experienced in the past.

Course Designer should: add notes here regarding anything pertinent like all participants should have signed NDA etc.

If the course is presented in a distance learning environment then information pertinent to the environment should be presented on this slide. For instance, if there are urls to supporting materials or if there is VPN information for accessing test/lab exercise platforms then that should be delineated here. Additionally, if there are special security concerns relevant to s distantance learning environment then those would be discussed here

You may be tempted to skip developing this part of the course. However, it is very important that students be free of as many distractions as possible when they are engaged in the true instructional portion of a course. Consider that participating in training is far from the daily routine of most students. They may have traveled some distance to participate and are in a different building, at a different company, among different people and maybe in a a different country or time zone. Once instruction begins students need to be free from concerns about when they will eat, contact their business associates or family and even whether they are in the right training. When these issues are addressed at the beginning of instruction students are far more likely to give the pertinent training material their full attention.

At the end of this workshop participants will be able to

Clearly define the complete strategic planning process

Explain how to create and execute a strategic plan

Provide a common model that the entire organisation can follow

51 Day Workshop on Strategic Planning Model See Notebook for exercises.

6Identify Key Themes Driving the StrategyBuild the Strategic LinkagesDetermine KPIs and TargetsSelect Priority InitiativesPlan for ImplementingDefine Strategic Destination

Who Is Responsible?

Assesscultural values

Baselineresults and start dialogue

Componentsto prioritize values

Detailingbehaviours

Evaluateculture development plan

Focuson changes and programmesWhere we are Where we want to be How we will do itHow are we doingBuilding a transformation scorecard (process overview)

6STAGE 1: COMMITMENTBegin with your Transformation what things are critical to future success?

Focus on customers what values will we add to our customers

Define the processes how will we deliver these services to our customers

Build the organisation what capabilities must we put in place

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FOLLOW THE LEADER

Objective Useful during a session on body language or communication skills, where you want to highlight how people communicate.

InstructionsOne person is asked to leave the room. While they are gone the rest of the group identify a leader. This leader must perform a subtle action that everyone has to follow i.e.. rubbing their nose, licking their lips, scratching their ear, winking, crossing legs etc..Ask the person to return to the room & explain that they must identify the leader of the group. The leader should alter the action every few minutes with everyone following suit. In review, discuss what was noticed & how we interpret & spot body language in [email protected]

How we will do it8

What is strategic planning? If you fail to plan, then you plan to fail be proactive about the future Strategic planning improves performance

Counter excessive inward and short-term thinking

Solve major issues at a macro level

Communicate to everyone what is most importantProcess to establish priorities on what you will accomplish in the future

Forces you to make choices on what you will do and what you will not do

Pulls the entire organisation together around a single game plan for execution

Broad outline on where resources will get allocatedWhy do strategic planning?

Fundamental questions to askAddress critical performance issues

Create the right balance between what the organisation is capable of doing vs. what theorganisation would like to do

Cover a sufficient time period to close theperformance gap

Visionary convey a desired future end state

Flexible allow and accommodate change

Guide decision making at lower levels operational, tactical, individualWhere are we now? (Assessment)

Where do we need to be? (Gap / Future EndState)

How will we close the gap (Strategic Plan)

How will we monitor our progress (TransformationScorecard)

A good strategic plan should . . .

11Pre-requisites to planningSenior leadership commitment Who will do what?

What will each group do?

How will we do it?

When is the best time?

11Before you begin, make sure the groundwork has been done to make the planning process work.

Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.Deficiency NeedsAn individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met.

Physiological Safety Love & BelongingSelf-esteemKnow and UnderstandSelf ActualizationOrigins of the cultural transformation tools

Abraham Maslow

12Corrected quote for accuracy.

NeedsConsciousness

Self-Actualization

Richard Barrett

Safety Love & BelongingSelf-esteem

Physiological Safety Love & BelongingSelf-esteemKnow and UnderstandAbraham Maslow

Maslows Needs to Barretts Consciousness

1. Expansion of self-actualization into multiple levels.

2. Substitute states of consciousness for hierarchy of needs.

3. Each state of consciousness is defined by specific values and behaviours.ServiceMaking a differenceInternal CohesionTransformationSelf-esteemRelationshipSurvival


Stages in the development of personal consciousnessPositive Focus / Excessive Focus

ServiceMaking a differenceInternal CohesionTransformationSelf-esteemRelationshipSurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed , BelongingFeeling a personal sense of belonging, feeling loved by self and others. Being liked, blame, Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status, Personal GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fearsFinding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to createCollaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and visionService to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision


Positive Focus / Excessive Focus Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed, BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame, High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency, Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growthBuilding Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoringService To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humilityStages in the development of organizational consciousnessServiceMaking a differenceInternal CohesionTransformationSelf-esteemRelationshipSurvival


Some of the challenges people faceEffects not considered

Underestimated complexity

Lack of leadership and support

Budget and resources

L&D involved too late

Communication lacking

Resistance

L&D survival amid restraints

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Networks and Stakeholders

Project Sponsor

HRBPs

OD

Other Consultants

Employees

L&D Suppliers

Senior Leaders

Line Management

Guiding Team

L&DCloser leadership relationshipsSupport and challenge Provide strategic inputAdd sustainable valueLearning expertise in changeBe a collaborator (HR/OD +?)Link with L&D delivery e.g. LMS/Transactional team

17Becoming an L&D Business Partner

18Stakeholder analysis log

Start with a values [email protected]

219

WHATS IN MY POCKET?

Objective: To emphasise the value of open vs. closed questions.

InstructionsThe team are allowed ten closed questions to guess what is in the trainers pocket (choose an unusual object here if you can). It is very unusual that they will work it out.Next, they play the game again & have to guess a different item using ten open questions. The only rule is that they cannot ask, What is the item? They will usually guess this in less than four tries. This is a short exercise. However, it really emphasises the value of open questions in drawing out information.

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Detailing behaviours20

21 What are action plans?

Objectives

InitiativesAction Plans

The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic objectives where the rubber meets the roadEach Initiative has a supporting Action Plan(s) attached to itAction Plans are geared toward operations, procedures, and processes They describe who does what, when it will be completed, and how the organisation knows when steps are completed Like Initiatives, Action Plans require the monitoring of progress on Objectives, for which measures are neededAssign responsibility for the successful completion of the Action Plan. Who is responsible? What are the roles and responsibilities?Detail all required steps to achieve the Initiative that the Action Plan is supporting. Where will the actions be taken?Establish a time frame for the completion each steps. When will we need to take these actions?Establish the resources required to complete the steps. How much will it take to execute these actions?Define the specific actions (steps) that must be taken to implement the initiative. Determine the deliverables (in measurable terms) that should result from completion of individual steps. Identify in-process measures to ensure the processes used to carry out the action are working as intended. Define the expected results and milestones of the action plan.Provide a brief status report on each step, whether completed or not. What communication process will we follow? How well are we doing in executing our action plan? Based on the above criteria, you should be able to clearly define your action plan. If you have several action plans, you may have to prioritize. Characteristics of action plans

22Action plan executionRequires that you have answered the Who, What, How, Where, and When questions related to the project or initiative that drives strategic executionCoordinate with lower level sections, administrative and operating personnel since they will execute the Action Plan in the form of specific work plansAssign action responsibility and set timelines Develop working plans and schedules that have specific action stepsResource the project or initiative and document in the form of detail budgets (may require reallocation prior to execution)Monitor progress against milestones and measurementsCorrect and revise action plans per comparison of actual results against original action plan

22Quantify from Action Level Upin terms of Measurements

23Measurement template(Insert organisation name)(Insert division name)(Insert department name)Risk Frame area objective supports(Insert objective owner)(Insert measurement owner)(Insert reporting contact info)Objective Description description of objective purpose, in sufficient detail for personnel not familiar with the objective to understand its intent. Objective descriptions are typically two or three paragraphs long. This will appear in the pop-up window when you mouse over the objective in the Transformation Scorecard System. References source documentation for objective and objective descriptionComments additional information about the objective not covered in above blocks, such as recommendations for further revision, additional organisations objective impacts, recommendations for coordination / alignment with other objectives, etc.Measure Name - The name exactly as you want it to appear in the Transformation Scorecard, including the measure number (i.e. Percent Employees Satisfied, etc.)Measure Description description of the measure, include its intent, data source, and organisation responsible for providing measure data. This will appear in the pop-up window when you mouse over the measure in the Transformation Scorecard.Measure Formula formula used to calculate measure value (if any)Data Source - The source of the data manual, data spreadsheet, or database name and contact familiar with the dataMeasure Weight - the relative weight of the measure based on the impact it has on the overall objective. The total weights for all measures for an objective must add to 100Measure Reporter Person responsible for providing measure data. Include the name, organisation and email.Target Maximum Maximum expected value for the measure.Effective Date Date the target first becomes effectiveFrequency How often target data will be reportedUnits Units of measureTarget Point where the measure goes from green to amberTarget Minimum Point where the measure goes from amber to red. The target minimum and target can not be the same value.Scorecard Perspective Name

Measure your milestones short-term outcomes at the Action Item level. Measure the outcomes of your objectives. Try to keep your measures one per objective. May want to include lead and lag measures to depict cause-effect relationships if you are uncertain about driving (leading) the desired outcome. Establish measures using a template to capture critical data elements [email protected]

24Criteria for good measuresIntegrity:Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organisationReliable: ConsistentAccurate: Correct Timely: Available when needed: designed to use and report data in a usable timeframeConfidential and Secure: Free from inappropriate release or attack

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25Examples of measurementslag indicatorsOverall customer satisfaction rating => how well you are doing looking back

Business Units met budgeted service hour targets => after the fact reporting of service delivery volume

Number of category C safety accidents at construction sites => historical report of what has already taken placeAverage time to initiate customer contact => shorter time should lead to better customer service

Average response time to incident => below average response times should lead to increased effectiveness in dealing with incident

Facilities that meet facility quality A1 rating => should lead to improved operational readiness for meeting customer needsExamples of measurementslead indicators

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26Examples of targetsAverage Time to Process New Employee Setups in DB65 days Year 200760 days Year 200855 days Year 2009Utilization Rate for Rental Housing Units90% forYear 200792% for Year 200895% for Year 2009Toxic Sites meeting in-service compliance55% for Year 200770% for Year 200895% for Year 2009Personnel Fully Trained in Safety and Emergency65% by 2rd Quarter75% by 3th Quarter90% by 4th QuarterOpen Positions Filled after 30 day promotion period75 positions Sept 2007100 positions Jan 2008135 positions July 2008% Reduction in Orders Filled Short in 1st Cycle50% by Year 200865% by Year 200985% by Year 2010

For each measurement, you should have at least one targetTargets should stretch the organisation to higher levels of performanceIncremental improvements over current performance can be used to establish your targetsTargets put focus on your strategyWhen you reach your targets, you have successfully executed your strategy

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INITIATIVE

Employee Productivity Improvement Program

Employee Satisfaction Survey Rating90% favorable overallMeasureTarget

TargetActual90%45%Percent Satisfaction

gapMEASURE / TARGETOBJECTIVEImprove Employee Satisfaction ACTION PLAN

Identify issues per a company wide survey

27Sanity check . . .Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution.

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PLAYING WITH MY EMOTIONS

Objective: A great game to help participants develop empathy skills & identify emotions in others.InstructionsPlace several sheets of paper with different emotions written on them in a bowl e.g.. Happy, Sad, Angry, Indifferent, Scared etc.. Two participants each pick out a piece of paper & then have to act out a scene relevant to their job role in the emotion they picked.The other participants must identify which emotion is being used by each & once identified the scene can [email protected]

Select priority initiatives29

30Project work plan

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Review and score all measurements used in your scorecard modelAll measurements used in the transformation database

What we will coverL&D professionals as a business partnerDeveloping networks and identifying stakeholdersStrategies and methods to support the business through transformationWorking with lessons learned

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Setting the sceneWhat is Change v What is TransformationTransactionalAdaptingDoing more / lessReversibleE.g. policies, skills

RevolutionaryFundamentalLeadership cultureStrategy & missionNo going back!

Transformation

Change

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Strategies - BehavioursTaking a helicopter view

Acting as the glue

Bridging the gaps between people and process

Reinforcing ownership and gaining compliance

Challenging employees to take responsibilityMethods - ActivitiesDesigning new or updated competencies

Interventions beyond coursesWorkshops, Coaching, Learning sets

Answering questions - what do I do differently tomorrow

Working to prioritise the budgets!

Trusting your outsourced L&D partner

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How you measure successRealisation of benefitsWhat are we expecting?" Did we get what we expected?" Kirkpatrick model

Less problems and mistakes

Career progression

Engagement

Behavioural change

Improved performance

Learning Lessons from ProgrammesEvaluation measures set early

eSurveys, face-face interviews

L&D forum - budget, quality, priorities

Facilitative leadership role

Keep case studies and stories

Dont compromise on lessons learned

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Where can it all go wrong?AccurateTimelineModularApproachDelegate SelectionTraining EnvironmentCommunicationsPlanProject Resources

36In Summary - Our Top Tips!Join the guiding teamBuild your network - build trustBe bold! ask tough questionsAvoid rushing into interventionsTrack progress regularly

Who we areSharing The Message mapCampaign MessageTraining DeliveryCustomer BenefitsTransformation customers have maximized enterprise value and reduced maintenance costs. They also achieved increased visibility, greater control, more agile change enablement, more reliable performance and greatly reduced risk.Measure Employee performance across multiple indicators.Doing infinitely more with less.

A good approach to planning a transformation effort should bring these drivers and phases together to form a picture or map of how various transformation activities fit into the whole and relate to each other. It should also help partners in transformation work effectively as communities of practice that advise and support the communication, demonstrations and tool development taking place. It should also help those assessing the entire effort to identify things to add or to shift in sequence, based on the phases being reached in various areas of the work. This approach should also help us assess where we are currently in our transformation efforts and develop plans or maps that include not only ourselves but our partners and others.

15 February 2016HP Confidential37

ClosinggamesEach participant is handed pieces of paper

Each paper has the name of other participants

Each participant has to write I am glad I met XXX because.

The pieces of paper are distributed to the appropriate people & read when they get home38

38As time goes by, we tend to forget what we have learnt. Things that are most easily remembered at those things at the beginning or at the end. That is why closing games are so important..they make the session more memorable.

Closing games also tend to be of a positive note which in turn leaves the participant departing with a feel good factor. In this particular example, every participant leaves with positive feedback.

3 things you have learnt today

2 things you are not sure about

1 way you can link what you have done today to your work place39Wrap upWrite Down

WHAT IS THE BEST IDEA YOU GAINED TODAY THAT YOU WILL TAKE ACTION ON IN THE NEXT 30 DAYS?

What I have learnt

What I will [email protected]

Learn Unlearn Relearn Evaluation40Please rate the following aspects of the course excellent good not good poor

Organisation & domestics

Content

Notes

Presentation

Overall enjoyment

Other topics of interest

Course Date Name

Use human bar charts?

Lay out 5 chairsInform participants which is 1 and which is 5 (1 meaning bad, 5 good)Ask a question Participants have to stand behind the appropriate chairRepeat with more questions

Can be problems re: confidentiality, but they do give you a good gist about things. Always give the option of not participating.Participants must be fed back the results [email protected]

Transformation module 2 detailing behaviour 4 feb 16

Leadership & Management

Transcript of Transformation module 2 detailing behaviour 4 feb 16