Change Management Case Study
There are gaps in knowledge and skills training and perception barriers exist to education attainment.Moreover, learning is currently intermittent and does not provide for an informal learning setting.Arcus focused on development of a sector model and a framework to engage the workforce of over 100 member companies and developed a change management strategy that will result in short term benefits for the project and long term benefits for the organization at large.Deliverables produced: The strategy included a design to help the organization excel at managing change; providing a common learning framework that will engage employees at every level, complimented by comprehensive support materials and consultancy support.The comprehensive approach integrates process and human dimensions of change.Generally the new culture needed to support: The approach we took A model of culture that correlates strongly with organisational performance was used and the whole organisation benchmarked against it.Action plans were then built and are to this day currently being delivered on with some very clear measurement and performance criteria to evaluate.The results delivered Tangible and identifiable shifts in behaviours and attitudes are being seen which align towards a more focused, pragmatic and performance orientated approach with the organisation agenda dominating political ones which is a big step forward for the client a re-survey using the culture model is now planned to check progress. Learning Needs Assessment Objective: To educate staff and management on change and to assess their ability to adapt to a new environment including a major increase in workload, increased use of technology, use of teleworking and organizational change and to find solutions and evaluate possible organizational and learning models.
Given the nature of these issues which were beyond the authority of the division, they were raised to senior management for resolution which in turn precipitated a rethinking of the nature and mandate of this division and subsequently its vision for the future.Strategy Meet with management to confirm objectives and leadership strategy and to discover the reasons driving the timing of this exercise.To facilitate a retreat to meet these objectives and advise management on implementation strategies.Results During the retreat we devised a number of solutions to pressing learning processes, operational problems and uncovered a number of serious knowledge gaps and structural issues for which we found possible solutions.More importantly our process allowed staff to be involved in the learning needs assessment, problem solving process and created much greater buy-in for the solutions for knowledge development and action. Transition Strategy Objective: To develop and implement a transition strategy for the Client to assume a much wider mandate and a tripling of their Human Resources and to coach the Management team.The approach was refreshingly practical and pragmatic without being overly prescriptive and without the bureaucracy that haunts many methodologies.The strategy includes incentives for certification attainment and alliances with universities for credits for courses completed.Our change model is based on practices of HROs (highly reliable organizations) in sectors with complex operations such as healthcare and nuclear energy.These organizations follow proven methodologies because human errors can have potentially catastrophic consequences.Recommended strategy A multi-step facilitated process which allowed Directors and employees to discover their own reactions, emotional and otherwise to the change, to realize its advantages and disadvantages personally and professionally and to express their concerns and aspirations.Directors then developed their collective vision of the future organization and statement of its implications in terms of priorities for action in the following format: Plans.