HayGroup_webinar_Succeeding_in_organizational_chan

SucceedinginorganizationalchangeThebenefitsofusinganobjectiveassessmentprocessJANUARY20,2015MELODYMOORE2©2015HayGroup.AllrightsreservedIntroductionsMelodyMooreHayGroupConsultant3©2015HayGroup.AllrightsreservedWhatwe’regoingtocovertodayContextThechallengesoforganizationalchangeOvercomingthechallengesObjectiveassessmentCasestudyToptipsQuestions123456701Context5©2015HayGroup.AllrightsreservedChallengingcontextChallengingmarketenvironmentMegatrends–technological,economicanddemographicMarketconsolidationBudgetcuts:PublicsectorbudgetchallengesThreequartersoforganizationshavecutcostsinthelast12monthsTwothirdsplantocutcostsinthenext12months6©2015HayGroup.AllrightsreservedQuestion:Haveyoumadesignificantbudgetcutsinthelast12monthsordoyouplantodosointhenext12months?a)Yesb)Noc)Idon’tknow02Thechallengesoforganizationalchange8©2015HayGroup.AllrightsreservedChangeoftenfails70%50%10%ofchangeinitiativesfailhadnooverallbenefitdestroyedmorevaluethantheycreated9©2015HayGroup.AllrightsreservedChangeoftenfails70%50%10%ofchangeinitiativesfailhadnooverallbenefitdestroyedmorevaluethantheycreated9%saidtheirM&Aexperiencehadbeenfullysuccessful10©2015HayGroup.AllrightsreservedQuestionDoyouconsiderthelastchangeyouunderwenttohavemetitsobjectives?a)Fullyb)Partiallyc)Notatalld)Idon’tknow11©2015HayGroup.AllrightsreservedUnwantedconsequencesofchangeProductivitydipsLossofkeyemployeesNegativeimpactoncustomers12©2015HayGroup.AllrightsreservedPeopledon’tlikechangePeoplearenormallyproductiveforabout5.7hoursinaneight-hourbusinessday.Butanytimeachangeincontroltakesplace,theirproductivityfallstolessthananhour.HarvardManagementUpdate,200103Overcomingthechallenges15©2015HayGroup.AllrightsreservedWhatdothebest-in-classdo?Gettherightleadersinplace,whoareabletocreate,rolemodelandcommunicateavision.JohnKotterStartyourjourneybyasking‘withwhom’ratherthan‘where’.JimCollinsGettherightpeopleonthebus,thewrongpeopleoff,andtherightpeopleintherightseats.“”16©2015HayGroup.AllrightsreservedBut….overprioritizedfinancialsystemsandintegrationbelievethisincreasedtheriskofpoorintegrationandreducedthedealvalue58%50%17©2015HayGroup.AllrightsreservedSuccessfulorganizationsConductedaformalleadershipcapabilityreview,andwere:FourtimesmoresuccessfulindeliveringtheirobjectivesOnefifthreportedthemergerwascompletelysuccessful18©2015HayGroup.AllrightsreservedQuestionInthelastchangeyouexperienced,doyouthinkthatyourorganizationpaidenoughattentiontothepeopleaspects?a)Yesb)Noc)Notatalld)Idon’tknow04Objectiveassessment20©2015HayGroup.AllrightsreservedMakingdecisionsaboutpeopleandrolesisdifficultOrganizationstypically…UsetheirownperformanceratingsAsklinemanagerstoevaluatetheirownteamsBut…Performanceratingsystemsareflawed.It’sdifficultformanagersinoneorganizationtoassessthoseinanother.Stakesarehighanddecisionsmaybemadeonanemotionalnotrationalbasis.Objectiveassessment:systematicallyassessemployeesagainstasetofbehaviorsthatwillsupportthenewstrategy.22©2015HayGroup.AllrightsreservedObjectiveassessmentallowsyouto…RetainkeytalentRemainfairandequitableKnowthecapabilitygapKeepexternalrecruitmentcostsdownMinimizeperformancedipsHelpemployeesoperateattheirbest23©2015HayGroup.AllrightsreservedQuestionDidyouuseanobjectiveassessmentprocessinyourlastorganizationalchange?a)Yes–foralllevels/rolesb)Yes–forsomelevels/rolesc)Nod)Idon’tknow24©2015HayGroup.AllrightsreservedQuestionIfyouansweredyes,whatmethodsdidyouuse?(Youcanchoosemorethanone.)a)Interviewsb)AssessmentCentresc)Psychometrictestsd)Other25©2015HayGroup.AllrightsreservedBenefitsofspecialistsupportPredefinedsolutionsBenchmarkingReassuranceofanadditionallevelofobjectivityDiagnosticssuchaspersonalityandabilitytestsExperienceofassessinginhighstakesenvironments05Casestudy27©2015HayGroup.AllrightsreservedFinancefunction–thescenarioTheclient:aninternationalelectricityandgascompany.Aim:giveablueprintforaleaner,moreefficientandcost-effectivefinancefunction;onewhichwasboth‘fitforpurpose’andvalueadding.Inordertobesuccessfulinthenewroles,peopleneededtogoabouttheirworkinadifferentmannerthantheydidbefore.Thereforethebusinessneededafullunderstandingofthebehavioralshiftrequiredtomovefromoldtonew.Otherwisetheyriskedascenariowiththesamefacesinthesameseatswithdifferentjobtitles,leavingbehaviorunchangedandnothavingthecapabilitytorealisethefullbenefitsoftherestructuretothefunctionandthebusiness.28©2015HayGroup.AllrightsreservedFinancefunction–whattheydidRestructureNeworganizationdesigndeveloped,toalignthefunctionmoreeffectivelywiththedemandsofthebusiness.CompetenciesNewcompetencymodelsdesigned(behavioralandtechnical)toreflectthenewstrategyandwaysofworking.StretchingtargetsStretchingtargetlevelssetforeachcompetency,foreachroleateachorganizationallevel.ObjectiveassessmentStartingatthetop,eachemployeeassessedateverylevelofthenewstructureusingarangeofmethodsappropriateforthegrade(psychometrics,interview,assessmentcenters).Managersinvolvedintheassessmentoftheirteams.RolematchIndividualsmatchedtoroleanddisplacedthosewhodidnotmeetthenewcriteria.RecruitSame