Learning Cafe Workplace Trends Forum
Managing the
Change of
Learning
3 May, Thurs 12 pm EST
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Panel Allestis
Australian Customs and
Border Protection
Australian Public Service
Commission
Australian Red Cross
Baxter Healthcare
Bendigo and Adelaide
Bank
Cape Group
Coca-Cola Amatil
Michelle Ockers CBA
Mark Busine Dept of Business & Innov
Rowena Maxwell Ernst & Young
National Supply
Chain Technical General Manager – GrainCorp
Change Team IAG
Capability NSW
PwC
Manager QBE
AMP
DDI. Seertech Solutions
Coca-Cola Amatil Serco Sodexo
Siemens Ltd
Sinclair Knight Merz
Moderator & Skillsoft
Smart Sparrow
Design Sodexo
Jeevan Joshi Telstra
TP3
University of Sydney
UTS:INSEARCH
Chat with Your Westpac
Background
the panel questions * More
Change Management Timeline
Jeeves
Current trends
Jeeves
More or Increased
Use of Engagement and
Awareness of the methodologies, earlier integration
need for and value tools and with project
language management
Training and Leadership
Resources
certification support
Prosci's 2012 edition of Best Practices in Change Management
What are the current approaches/
trends for managing change for
Learning initiatives ?
Models ADKAR by PROSCI
Lewin's 3 Stage Model 7-S Model McKinsey
Awareness
Strategy
Desire
Refreeze Unfreeze
Structure Systems
Knowledge
Shared
Change Values
Ability
Staff Style
Other Models Skills Reinforcement
• Kotter’s 8 step change model
• Chin & Benne’s “Effecting Changes in
Human System”.
• Beckhard & Harris Change Formula
(DxVxF) > R
Your experiences with Change
Management for Learning Initiatives
or Projects.
CCA Supply Chain Technical Academy
Michelle
Future State
Current State
National approach to capability
Significant recent capital investment, management, supported by Supply
supported by sound Operational Chain Technical Academy.
Readiness program.
Academy to provide national
Ongoing capability development – technical learning and assessment
State responsibility: independent, materials, and certification programs,
inconsistent approach. Tendency for and to create an effective learning
new capability to degrade over time. environment.
Developing
Mission
Technical
Build deep, flexible technical capability across Supply
Chain, and develop technical excellence in our people. Excellence
SCTA – Key Impacts Michelle
Identified through consultative impact assessment and stakeholder analysis.
Key Impacts Description
Knowledge and practices of adult learning to be developed and
Adult Learning
embedded in all technical capability roles, SMEs, trainers &
Knowledge
assessors (who are in all in operational roles).
Roles & Modified and/or clarified responsibilities for a range of positions.
Responsibilities One new role. One new position only.
Processes & New or modified processes, use of existing tools in new or
Tools different ways across all SC functions and geographies
Capability Skill requirements defined in a single national Capability matrix.
Matrix/EA These need to be aligned with Enterprise Agreements.
Alignment
National learning Development of national learning programs (which will replace
programs some at State level), supplemented with State programs.
Resourcing/funding of development and maintenance of learning
Training
programs. Investment of time and budget in training and skill
investment
assessment at State level.
SCTA – Strategic Level Change Michelle
Creating Climate for Change
Strong Executive sponsorship
Coalition – Academy Steercom & Capability Community
Joint development of vision, branding, tagline
Change management plan
Engaging & Enabling the Organisation
Communication across all levels
SME engagement & development
Common skill definition
Leveraging / replicating current best practice & platforms
Design, development & implementation of priority programs
Trainer & Assessor training
Implementing & Sustaining Change
Further program development & maintenance
Ongoing communication
Capability KPI/Reporting
Communities of Practice
Key role succession planning
SCTA – Strategic & Project level Michelle
• ADKAR model formally adopted by CCA
Supply Chain (unlike Kotter).
• ADKAR training module as part of
Operational Excellence program (OE is
CCA’s continuous improvement program).
• ADKAR change plan produced for
development and implementation of specific
learning programs at national and State
level.
• Also applied as a second ‘perspective’ on
overall strategic change.
Challenges Case Study
Mark
• Insufficient involvement to
build needed commitment Professionals Services Firm
• Managers don’t understand - What Worked Well
changes that need to occur
• Piecemeal approach to • Communication
change dissipates attention • Guiding Coalition
• Unwilling to change • Alignment of Systems and
established systems
Processes
• Managers don't know how to
manage change • Sustain the Energy and
• Employees don’t understand Focus
how change will benefit them • Skills to manage change
• Employee’s don’t understand and operate in the new
their new roles/ environment
responsibilities
Do the change
approaches differ for
technology enabled
learning ?
AMP L&D example
- Application of Burke & Lewin Model to CRM & BPMS Project
Rowena
Unfreeze Change Refreeze
Un-Freeze: Change: Refreeze:
• ‘A Day-in-the Life’ packs for • Continuation of access to full • Recognize success
each team eLearning & QRG Library • Implement post change
• Ongoing engagement /Comms • Complete ‘Model Office’ Activity support model
• Procedure updates Workbook in system training • Lessons learnt
• Working Groups
environment • Make enhancements
• Attend short F2F training
• Access to full eLearning tutorial • Internal advocacy and
and QRG Library session ownership
• Completion of another 2
• Complete Online Assessment 1 • Usage tracking/reporting
System Simulation
• Super User upskilling • Communications
Assessments
• Content integrated into BAU
• Post go-live support
Induction programs
• Working Groups
• SME Groups
• Product Champion Groups
• Buddy system
CRM & BPMS L&D example cont’d
Rowena
Many Learning professionals
are skilled in change
management (and visa versa).
Does this result in better results
due to closer integration ?
Are the change approaches for
Learning meeting the needs to be
responsive and agility ?
Learning Café Point of View
• Change Management and Learning at
joined at the hip.
• Adequate attention and budget is not
allocated to Change Management for
Learning initiatives.
• Change Management given very little
attention for online Learning (build it and
they will come !)
Resource for
Learning Café
• Change Management needs to become
more “agile” and “personalised”. Community
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