IPMAHR MODEL

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IPMA-HR MODEL
Change Agent
Business Partner
HR Expert
Leadership
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Change Agent Overview

• Introduction
• Foundational Understanding of Change
• Creating an Atmosphere for Change
• Managing Change
• Being a Change Agent

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• Objectives
•  
•  
• Understand the drivers behind change.
•  
• Understand the impact of change on yourself and
  others.
•  
• Understand the use of a change model and a change
  process.
•  
• Understand the role of the change agent in
  managing and sustaining change.
•  
• Understand strategies to successfully negotiate
  change.
•  

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Core Competencies for the Change Agent Role
Applies Information Technology to Human Resource
Management
Designs and Implements Change Process
Possesses Marketing and Representational Skills
Demonstrates Customer Service Orientation
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Shared Competencies for the Change Agent Role
Understands Business Process and How to Change to
Improve Efficiency and Effectiveness
Understands Public Service Environment
Understands Team Behavior
Uses Consultation and Negotiation Skills
Including Dispute Resolution
Possesses the Ability to Build Trust Relationships
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Shared Competencies for the Change Agent Role
Communicates Well
Assesses and Balances Competing Values
Knows Business System Thinking
Possesses Good Analytical Skills Including the
Ability to Think Strategically and Creatively
Uses Consensus and Coalition Building Skills
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HR and the Public Service Environment
Downsizing
Re-engineering
New technology
Increased diversity in workplace
Changing competency requirements
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Emerging Paradigms for HR

• OLD NEW

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Checklist for IT

• Learn about systems tried
• Research literature
• Attend conferences
• Attend IT functions
• Subscriptions

• Attend seminars
• Research the Internet
• Talk to end-users
• Know your needs

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Meeting the Clients Needs

• Customer Service Guidelines
• Customer Care-Abouts

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Customer Service Guidelines

• Ask three key questions
• Consider all elements of customer service
• Help the customer define needs
• Customers expectations are consistent with
  service you offer
• Restate customers expectations to arrive at
  mutual understanding

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Customer Care-Abouts

• Communication
• Competence
• Speed
• Integrity

• Reliability
• Consistency
• Value
• Flexibility

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Foundational Understanding of Change
Change dramatically affects overall
organizational performance, often negatively, and
often when the organization most needs to perform
at peak levels.
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Why do People Resist Change?

• Loss of security or status
• Inconvenience
• Distrust of uncertainty
• Cognitive dissonance reduction

YIELD CHANGE AHEAD!
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Eight Steps

• Be prepared
• Clarify purpose
• Explore concerns
• Legitimize concerns

• Reflect statements
• Respond actively
• Get closure
• Establish follow-up

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Stages of Change

• Denial
• Resistance
• Adoption
• Involvement

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Managing Transitions

• Change is situational
• Transition is the psychological process people go
  through to come to terms with the new situation
• Unless Transition occurs, Change will not
  work William Bridges

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Transition Steps

• Endings
• Neutral Zone
• New Beginnings

William Bridges
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Endings - Letting Go
12 Steps to remember in letting go..
Every beginning is a consequence. Every
beginning ends something. Paul Valery,
French poet
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Neutral Zone
Six Dangers of the Neutral Zone
Its not so much that we are afraid of change or
so in love with the old ways, but its that place
in between that we fearIts like between
trapezes. Its Linus when his blanket is in the
dryer. Theres nothing to hold onto.
Marilyn Ferguson, American futurist
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New Beginnings
Four Success Areas
He has half the deed done, who has made a
beginning. Horace, Epistles
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People are at different levels of readiness for
change.
People will be concerned that they dont have
enough resources.
If you take the pressure off, people will revert
to old behavior.
People feel awkward, ill at ease, and
self-conscious.
People will focus on what they have to give up.
People will feel alone even if everyone is going
through the change.
People can handle only so much change at one time
and still function.
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Creating an Atmosphere for Change
Communicate
Communicate
Communicate
Communicate
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Building Trust Relationships
It is difficult, sometimes impossible to trust
someone who...
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Six Deposits

• Empathize
• Remember the Little Things
• Keep Commitments

• Clarify and Fulfill Expectations
• Be Loyal
• Sincerely Apologize

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Guidelines for Managing Change
C
reativity
H
ardship
A
daption
N
ew
G
rowth
E
xcitement
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Change Model

• Change begins by asking
• WHO
• WHY
• WHAT
• HOW

?
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Change Process

• Establish desired state
• Determine current state
• Analyze gap
• Create action plan
• Implement
• Evaluate

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Characteristics of EffectiveChange Agents

• Attitude
• Ownership
• Focus
• Sense of humor
• Stress management
• Create your future

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Goals of Mediation

• Vent feelings and reduce hostilities
• Clear up misunderstandings
• Determine underlying interests or concerns
• Find areas of agreement
• Incorporate areas of agreement into the
  solution(s) devised by the parties

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Effective Negotiation

• Establish and enforce ground rules
• Determine if a written mediation agreement is
  necessary
• Determine if the parties have authority to settle

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Negotiating Like

• Sharks
• Carp
• Dolphins

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Interest-Based Bargaining Steps

• Identify issue separate people from problem
• Focus on interests of both parties
• Generate options alternatives
• Apply objective criteria when appropriate
• Reach agreement mutually meets interests of both
  parties

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Change Agent
Our experience with hundreds of
organizationshas led to the conclusion that
organizations and nations dont change - only
individuals change. George Land and Beth
Jarman Breakpoint and Beyond