engaging staff in change management - madison€¢ position power—key line managers, ... copyright...

Engaging Staff in Change Management:HR Transformation Process in the School of Medicine and

Public Health

Brian Gittens, EdD, SPHR, SCP-HRAssociate Dean of HR, Equity, and Inclusion

Session Agenda Overview of the School of Medicine and Public Health (`SMPH) Discussion of perceptions of HR support Review of the SMPH HR Transformation within the context of

Kotter’s Change Management process

Context: School of Medicine and Public Health Nation’s first School of Medicine and Public Health There are over 2,700 (approximately 1,300 clinical faculty) total

faculty and 2,800 staff in the UWSMPH. In addition, there are almost 1000 non-paid appointments and student employees.

The School of Medicine is comprised of 26 departments (16 in the clinical sciences and 10 in the basic sciences) and 16 centers and institutes.

There are approximately 60 HR professionals within the School

Perceptions of SMPH HR Lack of consistency and standardization Lack of clarity of processes and procedures Role ambiguity Inefficiency of processes Not seen as a strategic partner

Changes Needed• Meet customer needs and place the customer first• Be streamlined and efficient • Provide value-added work across Human Resources • Meet first-time quality standards • Eliminate waste, rework and unnecessary redundancy• Design an organizational structure that supports efficiency,

effectiveness, and improved customer service• Implement performance metrics designed to track and identify

improvements and establish a baseline for future improvements

John Kotter’s Change Process

• Establishing a Sense of Urgency• Creating the Guiding Coalition• Developing a Vision and Strategy• Communicating the Change Vision• Empowering Employees for Broad-based Action• Generating Short Term Wins• Consolidating Gains and Producing More Change• Anchoring New Approaches in the Culture

Step 1: Establishing a Sense of Urgency With low urgency, it is difficult to convince others to act or put together a

strong guiding coalition. Creating Urgency

• Remove sources of complacency or mitigate their impact• Requires bold moves—removing excess, setting high standards,

etc.• Essentially creating a crisis• May increase conflict and anxiety initially• What is the role of crises and how can leaders “manufacture” it to

increase urgency?

Creating Urgency in SMPH New Leadership with new perspectives and expectations Fiscal accountability HR Redesign process Office of Quality Improvement interviews and data collection of

stakeholder perspectives

Step 2: Creating the Guiding Coalition Coalitions are needed to develop the right vision, communicate it

broadly, eliminate obstacles, generate short-term wins, and lead and manage dozens of projects.

Develop a common goal—sensible to the head and appealing to the heart.

Guiding Coalition Characteristics• Position Power—key line managers, etc.• Expertise—diversity of perspective• Credibility—good reputations, political currency• Leadership—Proven leadership and trust

SMPH Guiding CoalitionCore TeamThe Core Team, includes SMPH Departments, Dean’s Office and Campus HR help define scope and change.

Other individuals may be brought in by Project Teams as Subject Matter Experts for one or more meetings

UW School of Medicine and Public Health

Project Teams

Ad Hoc

Project Management and Sponsorship

Project Manager, OQI Facilitators, Sponsored by COO.

About 34 SMPH people will serve on Project Teams11 from the Dean’s Office23 SMPH individuals from 17

different departments6 people from central campus HR functionsTeam members and Co-Leads

have been selected to provide a mix of backgrounds (inside and outside SMPH); mix of experience levels and skillsets

Step 3: Developing a Vision and Strategy Authoritarian decrees and micromanagement is not effective for

transforming organizations. Why? Vision in the context of change leadership refers to a picture of

the future with some implicit or explicit commentary on why people should strive to create that future

Strategy articulates the logic or pathway for how the vision can be achieved

Motivates people to take action in the right direction Helps coordinate the actions of different people in an fast and

efficient manner

Characteristics of an Effective Vision Imaginable: Conveys a picture of what the future will look like Desirable: Appeals to the long-term interest of key stakeholders Feasible: Comprises realistic, attainable goals Focused: Is clear enough to provide guidance in decision

making Flexible: Is general enough to allow individuals initiative and

alternative responses in changes conditions Communicable: Is easy to communicated, can be explained

within 5 minutes.

Developing a Vision

13

Consistency Transparency

Developing VisionUW School of Medicine and Public Health

Peer benchmarking and other research revealed clear themes regarding the components essential to successful HR organizations, including Academic Medical Centers:

Note: information sources and institutions researched include, but are not limited to, Deloitte’s “High-Impact HR Operating Model” (2014), Mercer’s “Next Generation HR Service Delivery Model (2012), University of Virginia’s “One HR” project, University of Michigan, University of Minnesota, Duke University, and the University of Indiana

Shared Services: Administrative and transactional activities as well as resolution of day-to-day queries

Operational Excellence: Centralizing basic HR operations improves quality, consistency, and data accuracy

Business Partnerships: HR personnel are strategically assigned to business partners (e.g., departments) for which they are responsible for delivering high levels of service

Specialized HR Services: HR functions requiring high expertise in niche or high-risk areas are delivered by subject

matter experts reporting to central HR

Envision These Best Practices at SMPH…

High Level Strategic Approach

Create and finalize the initial Statement of Work & Work Plan

Identify critical stakeholders

Form a Core Project Team

Finalize initial scope the project

Develop and execute a data collection plan for all HR processes within project scope

Assess and prioritize improvement opportunities

Propose improvement opportunities to implement

Develop and execute strategies for implementing improvements

A phased launching of several work groups

Develop and implement plan to sustain improvements

Document new policies and procedures

MilestoneUnderstand current-state processes

Collect data regarding current-state processes

Generate possible solutions

Evaluate possible solutions and recommendations

Conduct high-level implementation planning

Draft final report ready for Core Team reviewComplete final reportUnderstand current-state processes





Draft final report ready for Core Team review

Complete final report

Understand current-state processes




























Oct 2016 Nov 2016 Dec 2016June 2016 July 2016 Aug 2016 Sept 2016May 2016

HR Communications

Position Requisition

Onboarding

Salary Administration

Recruit Faculty

Recruit Staff

17

Associate Dean Human Resources, Equity and Inclusion

HR Operations (2)Operations Manager

Operations Coordinator

Employee Relations (2)ER Manager

ER Coordinator

Diversity Outreach and

Communications

Comp/Class (1)(1) HR Specialist

Recruitment (2)(2) HR Specialists

Small Clinical (7)HR Manager

+4 HR BP+1 HR OPS

+ 1P/B

Basic Science & Research (8)HR Manager

+5 HR BP+1 HR ops

+1 P/B

Large Clinical & Administration (7)

HR Manager+4 HR BP

+1 HR OPS+1 P/B

DOM (6)HR Manager

+3 HR BP+1 HR OPS

+1 P/B

Team E (7)HR Manager

+4 HR BP+1 HR OPS

+1 P/B

SMPH Human Resources: Target State by FY19

VacantProgram Asst Conf

DirectorHR Operations

(1)

Faculty Promotions (4)4 Promotions Coordinators

Key Assumptions:Technology leveraged to decrease need for HR FTEProposed process improvements implementedStability of trained HR workforceSMPH workforce size remains stable

Step 4: Communicating the Change Vision Guiding coalition spends an enormous amount of time on the

intellectual and emotional task of vision making The guiding coalition goes through the process of letting go of

the status quo, letting go of alternative futures, coming to grips with the needed sacrifices, and developing trust, etc.

Then they expect others in the organization to be readily accepting of the vision—without going through the same process.

The result is that a gallon of information is dumped into a river of routine communication, where it is quickly diluted, lost, and forgotten (Kotter)

Communication of the SMPH HR Vision Leader as messenger

• HR Monthly forums• Project Team meetings• Department Administrator meetings• Individual meetings with HR professionals, OHR, department chairs• Meetings with Dean’s Leadership team to confirm continued

support

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall14-20

Overall Communication Goals

Step 5: Empowering Employees for Broad-based Action Transformations must be decentralized Broad base of people need to be empowered by removing

barriers to the implementation of the change vision There are four types of barriers: structures, skills, systems, and

supervisors Structural barriers include:

• Organizational Structure• Compensation systems• Hiring and Selection• Information systems• Operating in Silos

Empowering HR Professionals in SMPH Creating a new organizational structure that minimizes silos and

provides role clarity Developing data and information system access Training on the Business partners Hiring new talent into the new model Continuing to reinforce and reward for desired behaviors Continuing to communicate change vision with leadership

Step 6: Generating Short Term Wins Importance of Short Term Wins

• Helps build credibility to sustain change efforts over the long run• Provides evidence that effort put into change is paying off• Reward change efforts with a pat on the back• Helps fine-tune vision and strategies by providing concrete data• Undermines critics and self-serving resisters• Keeps bosses on board• Builds momentum and maintains urgency

Short-term Wins in SMPH New HR support for Basic Science departments, Centers, and

Administration Better coordinated Employee Relations process Consolidated HR operations

• Communication of processes and procedures• Coordination of compliance

Salary Administration• Internal Equity Review process• More transparent salary review process

Step 7: Consolidating Gains and Producing More Change

More change, not less as new issues emerge and more projects are added

More people are recruited to assist in change effort Leadership continues to clarify vision and maintain urgency Delegated leadership to junior leaders to implement change

projects Reduce unnecessary interdependencies

SMPH HR Examples of Consolidating Gains and Producing More Change Details emerge and sub-projects identified as new processes

developed Continue to engage OQI on a deeper dive into information

system consolidation, Basic Science shared services, and faculty/ staff onboarding

Challenge leaders to own process and manage changes in their purview

Untangle unnecessary interdependencies—i.e. Basic Sciences implementation

Step 8: Anchoring New Approaches in the Culture Key questions:

• What is organizational culture?• What shapes organizational culture?• What reinforces organizational culture?

Depends on results—successes are adopted into culture Requires lots of communication to support the validity of new

behaviors May involve turnover of key people to change culture Makes decisions on succession crucial

Planting the Seeds of Cultural Change Create quality improvement culture

Supporting professional development Modeling behavior

• Communication and transparency• Customer service focus

Continue to engage and empower staff at levels• Leading projects• Owning processes• Develop performance indicators

Conclusion Change involves both management and leadership skills An effective change vision is imperative to motivate and drive

desired behaviors Large scale change is complex and involves a multitude of

stakeholders Sustained change requires embedding the changes into the

culture and systems (performance management, compensation, policies)

Questions and Discussion

Change Example

John Kotter’s Change Process

• Establishing a Sense of Urgency• Creating the Guiding Coalition• Developing a Vision and Strategy• Communicating the Change Vision• Empowering Employees for Broad-based Action• Generating Short Term Wins• Consolidating Gains and Producing More Change• Anchoring New Approaches in the Culture

engaging staff in change management - madison€¢ position power—key line managers, ... copyright...

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