Workplace Transformation and Changing Behaviours
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Transcript of Workplace Transformation and Changing Behaviours
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
ALISON WHITE!SARAH EVERITT!!Workplace Transformation and Changing Behaviours!!June 12th 2015!
PLACEmaking
BIFM SW Region – Planning & Managing Projects Workplace Change
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Workplace TransformaCon
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
A blueprint for delivering the government’s estate strategy 2020
Delivering TransformaCon
People
PlaEorm
Place
Providers
Ø PEOPLE – delivering transformational change: shifting expectations from ‘my space to any place’!
Ø PLATFORMS – delivering business led solutions: shifting to
service led specification, future proofing infrastructure! Ø PLACE – repurposing the workplace: shifting to providing
environments that nimbly adapt to change of working practices!
Ø PROVIDERS– delivering users focused services: shifting focus from cost driven ‘Facilities Management’ to ‘Facilitators’ of change
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
The EvoluCon of the Employee
Past Future Work 9-‐5 Work any7me
Work in the office Work anywhere
Use company equipment Use any device
Focused on inputs
Focused on outputs
Climb corporate ladder
Create own ladder
Defined tasks Crea7ve problem solving
Hoards informa7on
Shares informa7on
No voice Leadership opportuni7es
Relies on emails
Collabora7ve technologies
Focused on knowledge
Focused on adap7ve learning
Formal corporate training
Democra7sed training
‘Work… a word that doesn't mean the same thing now as it did just a few years ago. The “business as usual” model is outdated…..leaders need to be ready to tackle the challenge of con=nuous innova=on…..embrace a new model of work…..create long term business value and service delivery’ Chess Media Group
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
The average Bri7sh worker • Spends 36 days per year answering work emails • Sends or received 121 emails per day • That’s almost 10 per cent of working life BBC/Lindsey Barber April 2015
Background: Email Overload
Average annual cost of 7me spent sending/reading emails is £13,600** *Dr Thomas Jackson, Loughborough University **McKinsey
Ray Tomlinson created email in 1972 Internal mail system replacing memo’s Today 600 million people use it interna7onally Takes on average 2.5 minutes to compose or read an email The average person checks their email account 36 7mes per hour 80% of interrup7ons (including emails) are considered trivial
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
10,800
8,775
8,325
6,075
6,075
6,075
5,850
5,400
5,175
4,950
3,825
3,600
0 2,000 4,000 6,000 8,000 10,000 12,000
Southwest
London
North East
East of England
South East
Yorkshire & Humber
Northern Ireland
East Midlands
Wales
North West
West Midland
Scotland
Series1 Published Source: O2 Business
Background: NaConal StaCsCcs
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
• Department of Business, Innova7on & Skills – email, major regional constraint on the Southwest’s economic recovery and future performance, and so
• Your organisa7ons have signed up to reducing email traffic by a minimum of 50% by April 2016
• This requires changes in accepted behaviours with the introduc7on of more modern instant messaging replacement technologies
• The new approach will reduce dependency on emails by increasing people talking to each other: face to face and using Apps that reduce cost of conference call connec7vity
Training: The Challenge
You have all been selected to be key ‘change agents’ leading on this business transforma7on – your responsibili7es are both regional as well as within your own organisa7on
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Today’s 1st AcCvity
Given the limited 7mescale and the size of the challenge, developing an appropriate engagement plan is essen7al There are 4 principle profile responses to change challenges Ac7vity 1: We want you to work alone: think about your own response and select 1 of the 4 following profiles that best describes your response to this challenge?
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Thinks the proposal to the challenge is valid –for everyone else that is – but • Intui7vely you know there’s a beoer
solu7on • Focused on what’s best for you because
you assume that’s also best for everyone else
• Accept the ‘reward’ of others following your alterna7ve lead – but that has to be on your terms
Cau7ous of the proposal (even though you have no other solu7on for the challenge) and you’re very focused on the transforma7on ‘journey’ experience, so • Need to be persuaded get engaged with
the challenge in the first place • Look to trusted others to address/
mi7gate all possible risks (e.g. health & safety, occupa7onal heath etc.) while you get on with your day to day
Accept that the outcome of the challenge is of major importance to your business but • Will watch ‘enthusias7c’ others test kit/
experience – if they’re successful will then take forward the ini7a7ves
• Very focused on the outcome objec7ves – need benefits to be clearly defined and want to plan ahead, assess risks and put mi7ga7ons in place
See this challenge as a huge adventure and • Ins7nc7vely you know you’ll be the first in
the queue to test and trial every new bit of kit/approach/experience
• You stay focused on the objec7ves and posi7vely bounce back from ‘hiccups’ along the way
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
settlers! planners!
pioneers! trail!blazers!
example
example
example
example
example
example
example
example
Example: 2nd AcCvity
envisage! experiment!
demonstrate!coach!
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Today’s 2nd AcCvity
Select a communica7ons style that responds to the engagement profiles already described Ac7vity 2: We want you to work as a team on your table: agree and place 2 communica7ons styles (from the 8 cards on your table) onto the poster, purng 2 cards on each of the 4 engagement profiles
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Today’s 3rd AcCvity
Ac7vity 3: Think about some types of communica7on and that you think would be useful/suppor7ve for this challenge Call them out
Remember the Challenge: Your organisa7ons have signed up to reducing email traffic by a minimum of 50% by April 2016
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Summarising what we’ve covered
Communica7ons Top Tips • Communica7ons as early as possible –
don’t depend on email! • Direc7on and leadership –why we are
commioed to this change • Clear on the 7mescale and target
objec7ves • Keep communica7ons
understandable, consistent and well-‐7med
• Give people chance to be involved • An7cipate ques7ons – be prepared
with factual answers • Listen and consider the feelings and
comments being made • Recognise audience – apply variety of
channels/styles of communica7ons • Report short term wins – visible
indicator of everyone’s change effort
Summarise outputs: The Way We Work is constantly changing Change is messy and complex – sirng in technical silo’s is no longer relevant One size cannot fit all – profiles, types and styles Target resources accurately – e.g. Pioneers provide greatest benefits All ‘roads’ lead from and back to the clarity of the ‘Vision’
PLACEmaking | Working beyond boundaries| Workplace Transforma7on Changing Behaviours| June 2015
Achieving TransformaConal Change
Vision& Engagement& Incen/ves& Tools& Outcomes&
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Celebrated"successes"
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Transformation adds and embeds key change elements: delivers desired outcomes connected to the original purpose and Vision!
Vision& Engagement& Incen/ves& Tools& Outcomes&
+" +" + + = CHANGE'
+" +" + + = CONFUSION'
+" +" + + = ANXIETY'
+" +" + + = GRADUAL'CHANGE'
+" +" + + = FRUSTRATION'
+" +" + + = FALSE'START'
✗"
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✔" ✔" ✔" ✔"
✔" ✔" ✔" ✔"
✔" ✔" ✔" ✔"
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✔" ✔" ✔"
✔"
✔"
✔"
✗"
✗"
✗"
Celebrated"successes"
Pla0orms/providers/place"
Relatable"benefits"(personal"and"corporate"
Efficiency/Effec?veness"and"Expression"
Advocates/leadership"