Washington and Lee University Supervisory Training Program

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Washington and Lee UniversitySupervisory
Training Program

• Dealing with Change
• Presented by
• Steven B. McClure
• Director of Human Resources

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What are some major changes that have occurred in
the last few years?

• How was the change introduced?
• How did you feel about the change in the
  beginning?
• Do you think the same now?
• What could have been done to make you feel
  better?

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Dealing with Change

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Goals

• Understand why change is necessary
• Know why employees resist change
• See how you can overcome this resistance
• Find out how you can successfully implement change

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Steps for Successful Change

• Denial
• Resistance
• Consideration

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Working Through Resistance

• Admit your own concern
• Work through your resistance
• Validate employee concerns

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Developing a Plan

• Creating a vision
• Responding to Whats in it for me?
• Developing an action plan
• Making the case for change

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Communication

• Rumors
• As much detail as possible
• Newsletters, bulletin boards, website,
• Progress reports

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Change Agents

• Pick change agents/leaders
• Check past change projects
• Look for enthusiastic people

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Prepare Leaders

• Provide information
• Recognize all for support

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Implementing Changes

• Communicate plans to all
• Brief everyone on changes
• Maintain status quo

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Developing Common Goals

• Set a group-specific goal
• Find a common ground
• Build on teamwork

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Evaluate the Changes

• Monitor the changes
• Keep records
• Review the process

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Summary

• Change is inevitable
• Institutions that do not make changes within
  their programs will not remain competitive.
• Most people, however, are somewhat uncomfortable
  with change.
• Understanding the factors that drive change, and
  how people within the organization react to it,
  is an important first step toward success.

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Summary (cont.)

• Resistance to change follows some definable
  patterns.
• Progress is achieved when employees begin to
  think about certain aspects of the change in a
  positive light.
• Before you can get your employees to stop
  resisting change, you have to accept it yourself.

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Summary (cont.)

• Get employees involved. Give people the chance to
  comment on the proposed change and help in the
  planning.
• Monitor the changes. Check to see that the
  changes have been implemented according to the
  plan.

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Quiz

• 1. Why is change necessary?
• 2. What do employees really need to know?
• 3. How can you accelerate the acceptance of
  change?
• 4. What are some of the warning signs that
  supervisors should watch for during times of
  change?
• 5. What should you do if you see these warning
  signs?
• Why is it necessary to monitor change?
• 7. What methods of communication should you use
  to let employees know about the changes that are
  about to occur?
• 8. How can you identify change leaders?
• 9. Why do employees fight the Universitys
  effort to make changes?
• 10. What elements should be in your action plan
  for change?

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Quiz Answers

• 1. The University is either moving forward or
  staying in place. Technology, regulations,
  efficiency, new programs and services all are
  reasons for implementing change in the
  University.
• 2. As many details as possible. The more open you
  are about imminent changes provides employees
  with a sense of confidence about the University
  and their future.
• 3. By overcoming your own resistance to change.
  Your attitude, motivation, and behavior toward
  the change is vital in setting the tone for
  others.

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Quiz Answers (cont.)

• 4. Look for missed deadlines, tardiness,
  expressed negativism, and low energy levels. Also
  be aware of employees leaving to work for other
  companies.
• 5. Speak privately with the employee, try to find
  some common goals. Make your change leader aware.
  Involve the employee with planning and
  implementing changes.
• 6. Possibly the change is not working out and
  needs to be revamped. You will only know this if
  you keep notes and evaluate the change.

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Quiz Answers (cont.)

• 7. Lunch time meetings, bulletin boards,
  newsletters, department websites, campus
  notices, open forums all are good communication
  tools.
• 8. Look at past change situations and who was
  involved.
• 9. Fear, uncertainty, and a loss of control.
  Some employees worry that their jobs will be
  diminished.
• 10. Aim and objectives of the change, how, who,
  the resources, the time scale, monitoring, and a
  measurement of how you will know if the change
  is successful.

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Thank you