c4 managing change in settlement services
TRANSCRIPT
Managing Change in Settlement Services OCASI Professional Development Conference June 2012
Faed Hendry - CIRS Manager – Training & Outreach Findhelp Information Services Toronto, Ontario 416-392-4544 [email protected]
Session Objectives and Outcomes
• To identify changes in the settlement services sector and within our respective agencies.
• Describe techniques for reducing resistance to change.
• Develop change management skills & harness enthusiasm to bring about successful change
What is Change?
To make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone
Change is an alteration of an organization’s environment, structure, technology or people.
Change is and always has been an inevitable part of life, especially in our work settings.
Thoughts on Change
Change is inevitable - except from a vending machine.
Robert C. Gallagher
Change is the only constant. Hanging on is the only sin.
Denise McCluggage
The only way to make sense out of change is to plunge into it, move with it, and join the dance.
Alan Watts
How does change come about in your organization?
What is Organizational Change?
• It is generally considered to be an organization-wide change, as opposed to smaller changes such as adding a new person.
• It includes the management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.
Two Perspectives on Change Management
Organizational change management – “I need results.” “We need to do things more efficiently.”
Individual change management – “What will this mean to me?” How will this impact me?
Separate View of ChangeManagement see change in a linear fashion.
Staff view change somewhat differently.
Categories of Change
What Provokes Change in Settlement Services?
• Management adopts a strategy to accomplish some overall goal.
• May be provoked by some major outside driving force, e.g., substantial cuts in funding, COIA
• Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.
• Both internal and external forces.
Is Change a Good Thing?
People don't resist change, in fact we voluntarily and enthusiastically engage in massive and highly risky changes such as getting married, having kids, moving location, changing careers and so on.
What people resist is being changed - change that they haven't instigated for themselves.
Sometimes it's right to resist change, because not all change is necessary or beneficial.
Common Reactions to Workplace Change
Resistance - The most common and initial response is resistance. We resist because somehow we feel change is beyond our control. We are all creatures of habit, comfort and security.
Each individual has a differing capacity to cope with change and uncertainty.
An individual’s capacity to cope with change and uncertainty often varies depending on other factors
Resistance to Change
Fear of losingsomething
of value
IndividualResistance
Belief that changeIs not good fororganization
Fear ofunknown
Common Reactions to Workplace Change
Fear – We fear the unknown. Many questions pass through our mind. What if my position is cut? What if I can’t get the new computer program down? What if my the outcomes aren’t where they should be? We need to push pass the fears and embrace the new possibilities.
Adapting - It is far less stressful to adapt to change than to fight it and become bitter. Facing change means taking control of it rather than simply allowing it to happen to you. Since change is inevitable in the workplace we should move with it.
Exercise: Change the Post-It Note!
On the Post-It notes that you have been provided, please write down as many examples as you can of workplace changes that you have seen since 2000 (or since you were hired.)
These should be fairly sizeable or significant changes. Examples could include new programs (such as the new HR Bridging Program at Job Skills), new organizational structure, technology or information management systems, new policies or procedures, funding changes, etc. Be as clear and concise as possible
Let’s Take a Moment to Take Stock
Wow – that’s a lot of change!
Take a moment to think of an example of organizational change that you have experienced.
Was it successful? Did it go smoothly? How would have you done it differently? What were your feelings early on? Later? What did the people around you say about it?
Examples- Modernized Approach to Settlement Work
From a suite of programs… … to a single program……using a suite of services that can
be combined to achieve results
The Settlement ProgramAn outcome-based program
Needs Assessment and Referrals
Information & Awareness Services
Language Learning & Skills Development
Employment-Related Services
Community Connections
Support Services
Language Instruction for Newcomers to Canada (LINC)
Immigrant Settlement and Adaptation Program (ISAP)
Host Program (Host)
A. Orientation – Newcomers make informed decisions about their settlement and understand life in Canada
B. Language/Skills – Newcomers have language/skills needed to function in Canada
C. Labour Market Access – Newcomers obtain the required assistance to find employment commensurate with their skills and education
D. Welcoming Communities – Newcomers receive help to establish social and professional networks so they are engaged and feel welcomed in their communities
E. Policy and Program Development - To ensure effective delivery and achieve comparable settlement outcomes across Canada
The New JSW Program
The new JSW program is an outcome based program.
The new JSW program offers two workshop modules: the Occupational Blueprint workshop - 16 hours in length, and the Job Search workshop - 14 hours in length
The three major components of the new JSW program are assessment, information and referral, and follow-up.
Other Examples of Recent Changes
• Organizational Standards Initiative (OCASI)
• AODA – Accessibility for Ontarians with Disabilities Act Customer Service Standards.
• Bill C-31, “Protecting Canada's Immigration System Act”
• Local Immigration Partnerships
• Settlement Wiki
Small Group Exercise: Managing Change
How is organizational-wide change best accomplished?
As a manager/supervisor, what steps and strategies would you use to ensure buy-in and make the change as smooth as possible?
Be as specific as possible.
Some Possible Strategies• Communicate. Communicate. Educate. Educate.• Be clear on goals – conflicting goals can kill the project.• Involve people from every area of the organization• Get as much feedback as practical from employees• Identify a champion who can articulate the reasons for and advantages of the change• Don't get wrapped up in doing change for the sake of change.• Include closure in the plan. Acknowledge and celebrate your accomplishments.
•
Tips for Managing Change in the Workplace
• Recognize that change does happen• Be aware of your surroundings• Communicate with others• Be flexible• Continue to do your work• Be positive in actions and attitudes• See the big picture
Change Management Checklist for Settlement Managers
Have we communicated clear / worthwhile objectives, which we own? Have we provided the appropriate training and education? Do we have a way to involve people and engage their ideas? Is the management team prepared to provide a consistent approach? Do we have a clear strategy which outlines each person’s role? Have we the mechanisms in place to coordinate & measure progress? Have we exploited the potential for teamworking and self-learning? Do we have the means to stimulate, recognise & reward good efforts? Do we have the management processes to align people to our goals? Have we the means to identify and deal with performance issues? Are our Human Resource & Appraisal systems aligned to our needs? Have we planned to ensure the new practices are fully incorporated? Have we provided space for further individual creative development?
Thank you for attending this session!
Faed Hendry
Manager – Training and Outreach
Findhelp Information Services
543 Richmond Street West Ste 125
Toronto, Ontario M5V 1Y6
416-392-4544
