reducing costs through behaviour change workshop behaviour change.pdf · 2019. 5. 9. ·...

Reducing Costs Through Behaviour Change Workshop 3rd October 2013 WRAP and 3663

Welcome and Action Plan Updates Simon Drury Supply Chain Partnership Manager

Welcome & housekeeping Starter exercise

Introduction to behaviour change Where is your business exercise Stakeholder mapping exercise Group feedback and discussion

Introduction to the 4Es 4Es Group exercise (part 1) Coffee Break 4Es Group exercise (part 2) 4Es feedback

Communications Planning Exercise Group feedback, Action Plans, final review and questions

Agenda

Background and context

WRAP - Our priorities Business Plan period (2011-2015)

Minimising resource use in products and buildings

Diverting priority materials from landfill

Hospitality and Food Service Voluntary Agreement

HaFS targets

Reduce packaging and food waste by 5% by 2015

Increase recycling to 70% in the sector

Your facilitator

Gareth Morton

Behaviour change practitioner for resource efficiency and carbon management

20 years experience in public, private and third sectors

Housekeeping

Reducing Costs Through Behaviour Change Workshop - Starter for ten exercise

Tell us 3 things about yourself: job, hobby, claim to fame!

On separate sticky notes write down the following and stick them on the appropriate flipchart:

Who (job title) is the biggest barrier to behaviour change in your organisation?

What is your biggest challenge to doing a behaviour change campaign?

A modern economy creates a lot of waste…

Waste = inefficiency = lost profits

Now is not the time to be wasting money

Other triggers for change:

Drivers

- Reputation

- Customers

Employees

Cost

Regulation

Becomes…

‘Business sense’

‘Common sense’

What can you do?

Change your biggest and most influential

business asset:

Greenometer

The Greenometer

The benefits of behaviour change:

Understand your business

Planning your change

programme

Communicating change

Embedding change

Developing a change programme

Where is your business? Where does it want to be?

Leaders

Explicit change

Implicit change

Tactical action but could embed

Tactical action only

Unlikely to engage

Different people: different approaches

Directors

Strategic direction

Business PROS

Middle Managers

Myopic sector specific

Bespoke messaging

Team Member

Personal impact / benefit

Environmental impact

MAINTENANCE:

ACTION:

PREPARATION:

CONTEMPLATION:

PRECONTEMPLATION:

Practice required for the new behaviour to be consistently maintained, incorporated into the repertoire of behaviours available to a person at any one time.

People make changes, acting on previous decisions, experience, information, new skills, and motivations for making the change. Person prepares to undertake the desired change – requires gathering information, finding out how to achieve the change, ascertaining skills necessary, deciding when change should take place - may include talking with others to see how they feel about the likely change, considering impact change will have and who will be affected.

Something happens to prompt the person to start thinking about change - perhaps hearing that someone has made changes - or something else has changed - resulting in the need for further change.

Changing a behaviour has not been considered; person might not realise that change is possible or that it might be of interest to them.

MAINTENANCE:

ACTION:

PREPARATION:

CONTEMPLATION:

PRECONTEMPLATION:

Exercise - where is your business?

On the sheets put key people into the different categories.

What does this tell you about your business and the people in it?

Where are the people?

Continuous Improvement

Implementation

Commitment

Investigation

Trigger

Stakeholder mapping

Stakeholder mapping exercise

Individually map key individuals in your business

onto the grid.

Use job titles:

MD, FD

Key middle managers

Key supervisors

Key staff

Next, in your group, map the numbers in each category onto the big grid.

Engage stakeholders

Hold workshops to:

Plan your change programme

Develop activities/ initiatives that will be delivered

Early engagement secures buy-in

Ensure people know how their input will be used and then show them how it was used

Making behaviour change happen in the workplace

The 4Es Model

focuses on the need to enable, encourage and engage people

recognises the need for those delivering the change to lead by example – exemplify

Ways to enable behaviour change Aim – make the new behaviour the default action

Alter workplace practices to embed resource efficiency habits in everyday routines.

Change procedures

Brief staff on the programme and why it is important to the business.

Provide key facts and figures.

Incorporate new policy and procedures into staff training.

Give information/educate/train

Ensure key staff (eg managers, environmental/green champions) are given the time to perform their additional duties.

Provide capacity

Some initiatives will require cash to make things happen. Ensure there is budget for your programme.

Provide resources

Ways to engage employees in behaviour change

Communications

Green champions/ personal contacts

Management/team meetings/workshops

Engage employees – Green Champions

can be highly effective in spreading the resource efficiency message

on a 1-2-1 basis throughout organisations.

‘Green Champion’ programmes:

a clear remit;

support (moral and practical) from managers;

the resources to do the job (time and materials);

a clear programme of activity; and

central co-ordination/guidance.

Programmes must have:

training so they can deliver actions, give advice and answer basic questions;

to be empowered to ‘make a difference’ in their workplaces;

clear terms of reference; and

on-going contact with the ‘centre’ and each other.

Green Champions need:

can vary from 1-2 per workplace to 1 for each department/team/ workspace in larger buildings/offices.

Numbers:

Ways to engage employees in behaviour change:

Any regular management or staff meeting should have environment/ resource efficiency on every agenda.

Basic training should be given to staff about the reasons for the campaign, what is happening and their role in it.

Clear benefits for the business and the environment should be communicated.

Meetings should be used to provide feedback on progress.

Establish a campaign noticeboard in every workplace where posters, news, important messages and feedback can be displayed

Motivate The Team

Engage staff in the development of plans

Give clear guidance

Encourage ideas

Reward receptiveness to change

Recognise

support from the team

Increase job satisfaction

Get staff to review their workplace

How to exemplify behaviour change

Managers/team leaders etc must actively support resource efficiency initiatives – and be seen to be supporting them.

Managers must also help to make things happen – find budget, make contacts at head office, support staff to take action, make space at regular staff meetings etc.

They don’t have to cycle to work every day (but it might help!).

Lead by example

Companies need a clear vision with respect to the environment which is translated into company policy.

Policies need to be transferred into operational practice and workplace procedures at every level right across the organisation.

Policy and practice must be adhered to at all times.

Manager and leaders must ‘lead the charge’ and abide by the new rules.

Put policies into practice

Ways to encourage behaviour change

Recognition and reward schemes are useful in motivating and rewarding staff for their efforts and ideas.

Competitions between teams or workplaces can be very effective in building morale, confidence and motivating staff to do more.

Ensure budget is available to deliver change and that longer term projects can take place.

Make sure that new workplace policies/ procedures are enforced. Managers should play a role here in encouraging positive behaviour, making initiatives happen and discouraging negative behaviour.

4Es Exercise - Part 1

In your groups:

Look at each ‘E’ in turn and identify actions you can undertake in your businesses to enable, engage, exemplify and encourage

Record them all on your large sheets

10 minutes on each then feedback

4Es Exercise – Part 2

In your groups:

Look at each ‘E’ in turn and identify actions you can undertake in your businesses to enable, engage, exemplify and encourage

Record them all on your large sheets

10 minutes on each then feedback

Communicating Change

Plan your communications

Aims & objectives An aim is a broad statement of what you want to achieve

An objective is a specific statement of what you want to achieve

Terms must be defined and understood – no ambiguity

Several objectives can be combined to achieve your aim

They can cover inputs, outcomes and impacts (what you do, what happens and the result)

They must be SMART

An example from retailing:

Save 12% on all utility consumption (electricity, water and waste) within the 6 month programme

This would lead to an annual average saving of £7,500 per store

Behaviour Change Programme Budget

Savings after 3 months

Estimated savings after 12 months

£21,575 £63,239 (£2,030 per store)

ROI 193%

£252,000 (£8,100 per store)

ROI 1,069%

Target audience Identify who they are and where they are

Examples of your audiences include: Senior management team and the board

Managers and team leaders/supervisors

Factory staff

Office staff

Catering staff

Maintenance and cleaning staff

Contractors and suppliers

Customers and the public

Shareholders

Branding & key messages

Decide on your campaign branding

Select its key messages (these may change with audience and over time)

Communication channels/activities

Decide how you are going to communicate with your target audience(s)

Identify and explain each activity

Branding and key messages

Communication activities:

Communication activity exercise

Your MD wants 5 ideas on how to communicate resource efficiency successfully across your business for a meeting he has in 10 minutes…

Monitoring & evaluation Your behaviour change programme needs to

measure progress and, crucially, to record success:

Measure and set a baseline (pre-campaign).

Monitor activities and impacts (during campaign).

Assess the results of the campaign (post-campaign).

Summary

Do all your background work

Consider ways to enable, engage, exemplify and encourage staff

Develop activities and your communications plan

Run your programme

Monitor and evaluate to identify areas of success

The final exercise – Action Plans

Please fill in your Action Plans and come up with at least 3 actions you will undertake on your return to work as a result of the workshop.

Further information:

Workforce Partnerships for Resource Efficiency

Resource Efficiency for Managers

www.wrap.org.uk/brehub

Resource Efficiency Helpline:

0808 100 2040

Email: info@wrap.org.uk

Any questions?

Thank you