Transformative Change Initiatives – How to Thrive not just Survive – Holliday
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Transcript of Transformative Change Initiatives – How to Thrive not just Survive – Holliday
Transformative Change Initiatives How to Thrive not just Survive!
Dr. Trish Holliday Assistant Commissioner and State Chief Learning Officer, Tennessee Department of Human Resources
James Dowling Executive Change Management Consultant Abreon
Jennifer Walden Senior Manager, Health & Public Service Accenture
Dr. Trish Holliday
Assistant Commissioner & State Chief Learning Officer
Tennessee Department of Human Resources
The dynamic national public and private sector environments are facing an unprecedented set of talent challenges.
National Workforce Challenges • Aging workforce
• Globalization
• War for talent
• Low employee engagement
• Mobile and diverse workforce
• Lack of new recruiting/sourcing techniques
• Lack of new techniques for employee engagement and motivation
• Skills shortages in key roles
• Anticipated high turnover of Millennials
Change Strategy Traditional Organization
• Focused on customer complaints
• Impacted by structure and tradition
• Outdated recruitment and retention practices
• Stifled creativity • Limited participation in
learning and growth • Limited trust – denial, blame,
excuses
Learning Organization • Creates customer responsive
workforce • Adapts to changing culture • Attracts and retains a talented
committed workforce • Embraces diversity and
innovation • Promotes emphasis on learning
and growth • Builds a more accountable workforce
Previous State: Antiquated
Current State: Transforming
Future State: Transformed
• Utilized Talent Management Model and System
• Aligned leadership Competencies for state agencies and roles
• Identified best practices for hiring top talent
• Established recognition and reward practices
• Valued relevant internal and external leadership development opportunities
T.E.A.M. Act Tennessee Excellence, Accountability and Management Act
• Recruit • Retain • Reward
Focus on leadership development
Governor’s Priorities: Jobs & Economic Development; Education & Workforce Development; Fiscal Strength & Efficient Government; Health & Welfare; Public Safety
Governor’s Vision: “To become the number one state in the southeast for high quality jobs”
• Cumbersome business processes • Job Classifications did not reflect
current business needs • Limited employee engagement • Inconsistent learning and development • “Silo” mentality • Tenure-driven employment practices
James Dowling
Executive Change Management Consultant
Abreon
Transformative Change Initiatives – How to Thrive, Not Just Survive by James Dowling March 15, 2017
NY IT Leadership Conference
Your Presenter
Jim Dowling
Retired in Service - Operational Capability Architect and General Contractor IT Leadership Learning Forum Leader
Retired – Executive Organizational Change Management Consultant. The Abreon Group
Retired – VP Consulting Services – Accelare, Inc.
Former Partner & Organization & Leadership Performance Development, The RBL Group
Former, Founding Executive and Continual Business/IT Alignment Practice Lead, Technology Evaluation Centers, Inc. & TechnologyEvaluation.com
Retired – CIO, Bose Corporation
Ask Yourselves this Question
How is each system within
your organization
helping or hindering the
desired change?
Change Leadership
Internal Systems of Measurement
Individual and Team Performance Management
Rewards & Recognition
Culture – Behaviors & Focus on Optimization
Sustainable Change – In Action A case and insights from The State of Massachusetts and Accelare, Inc. - Enterprise Fitness
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The Visible Problem!
A New Queueing Model – A Non-Tech Solution
• Orange: Technology laggard, high-touch, more easily confused; C-Sat: clarity, assistance, direction
• Green line: Technology savvy, at registry only because they have to be; low-touch, visited website before coming to the registry; C-Sat: speed, efficiency, control, self-service
• Interaction: Helpful, no jargon, “your pace”, individualized
• Learning: Case reviews, daily adjustments, cross service center sharing
• Approach: Service delivery and work experience improvement can be one goal
• Preparation: Learning laboratories; practice, peer reviews and coaching
Daily Dashboard – Metrics that Matter
Simplify > Standardize > Stabilize > Improve > Automate > Improve
New Process, Wayfinding, Flow, Roles & Behaviors
Ongoing Strategy – Shed, Extend, Improve & Acquire Tech and Non-Tech Capabilities – Optimization Focus
We serve Massachusetts residents, businesses, and partners by issuing Real IDs, credentials and privileges as well as upholding the laws for driver and vehicle safety.
2. Deliver a flexible new business model and core system
a. Deliver simple, efficient and durable ATLAS business model and technical platform ahead of planned schedule and budget
b. Convert from ALARS to ATLAS without service disruptions or performance declines c. Leverage a COTS platform to allow for cost effective upgrades and 15+ years of useful life d. Make Quincy paperless
5. Increase capacity to implement State and Federal mandates
a. Deliver Real ID and related services b. Expand our ability to deliver additional credentials, privileges and services for the Commonwealth
3. Build a Can-Do culture
a. Build a customer focused, mindful culture of accountability b. Improved Employee engagement, morale c. Be recognized as a role model for other MA Agencies d. Master S2E, Process Management, BPR and Scalable Agile/Scrum e. Implement a culture of servant leadership and high-performance
1. Be recognized as the industry leader in customer satisfaction
a. Build industry leading self-managed account structure for both retail and commercial customers b. Optimize branch locations, service-mix, wayfinding and in branch experience c. Move as many transactions as possible to self-service or third party channels and out of the branches d. #1 in 2017 AAMVA Service Awards
4. Expand 3rd party channels /grow OOB
a. Deliver My RMV self managed account for both B2C and B2B channels b. Expand 3rd party/partner service channels
Goals Objectives