managing organizational change: metrics that · pdf filemanaging organizational change:...
TRANSCRIPT
Managing Organizational Change:Metrics that MatterApril 28, 2015
Moderator Sheila Gatlin
EY
IntroductionsPeggy Blowers Peggy is the OCM Program Manager, for Avista Utilities, responsible for organizational change management, communication and training for CIS , EAM, and MDM systems. Peggy has held Leadership positions in Fortune 100 Companies (Hewlett Packard, Agilent Technologies and General Dynamics) in Operations, Supply Chain, Materials, Distribution, Service, and Engineering, and has led Education and Training team in support of world wide Oracle ERP deployment.
This image cannot currently be displayed. Denise Hutchinson Denise is the Manager of Organizational Change Management and Training for Project CiNERGY (CIS modernization project) at Arizona Public Service Company. She was previously Manager, APS Customer Care Center, a bilingual, inbound call center servicing 6.2 million calls annually. Prior to that, she was Leader of APS Customer Service Training and Development. She has been with APS since 1982, and has been involved in several major change efforts at APS.
Agenda
• Organizational Change Framework• Panelist Presentations
– APS – Project Cinergy OCM Programs– Avista – Project Compass OCM Programs
• Panel Discussion / Q&A• Wrap‐Up & Evaluations
3
Organizational Change Framework
4
Effective change management programs focus on delivering value quickly and demonstrating measurable progress to build confidence in long term transformation and sustainability
An established framework allows organizations establish action plans and metrics for the key elements of a successful change program
=SustainedChange
CapabilityCapacity+
Vision & Strategy
Sponsorship & Commitment
Culture
Leadership Alignment
StakeholderEngagement
Communications
Business engagement
focuses on the targeted, appropriate involvement of all stakeholders to enable buy-in
and ownership
Organization Alignment
Business Readiness Validation
Deployment Planning
Roles & Responsibilities
Training
Knowledge Transfer
Business readinessfocuses on making sure the
business is prepared to own and accept the change—
organizationally, behaviorally, functionally, technically
Sustainability
Continuity Planning
“Whitewater” Support
Performance Support
ContinuousImprovement
Business adoptionfocuses on preparing the
business and making sure it’s able and willing to take
ownership at go-live
+
Arizona Public ServiceDenise Hutchinson
Arizona Public Service (APS)
• Largest utility company in Arizona
• 1.2 million customers• 11 out of 15 counties • Diverse service territory
– Metropolitan Phoenix – Low desert (Yuma)– High country (Flagstaff)
• 6,400 employees• Largest taxpayer $520 million in
2014• 2nd largest generation fleet in
western U.S.APS Service Territory
6
Engagement
• Stakeholder meetings• Change Champions• Roadshows• Communication• Pulse check• Gamification
7
Communications
• Quarterly– Videos – Newsletters
• Monthly– Postcards
• On going– Project Intranet Site
8
Pulse Survey
9
Using quantitative stakeholder assessment data to address gaps and increase awareness through the use of analytics.
Using Qualtrics to capture survey data Import data into Analytics
tool, Qlikview. Extract results into heat map for visual reporting with stakeholders. Compare results quarter to quarter.
Gamification
10
Using gamified learning and awareness building allows us to track retention of program knowledge in an engaging way.
We use 21 data points, which include:
Recall:• Loss of recall score• Increase recall scoreEngagement• Increased frequency• Time spent on content• Enrollment levelsData segmentation: • By subject matter• By users/team
Readiness
–Change Impact Planning–Readiness Assessments–Knowledge/Proficiency Assessments–Knowledge Base Migration
11
Change Impact Action Planning
Change Integration
Documentation/Review and Approval
Action PlanningDevelop/define business rules to align with CC&B
CommunicationClarify details Present process plan
Business Changes Identified and PrioritizedSorted by topic Prioritized
12
Change Action Planning Progress Tracking
13
Readiness Assessments
14
Using a readiness assessment is a comprehensive approach to understanding stakeholder security and confidence based on the changes that have occurred.
• Individual readiness• Organizational readiness• Change topic awareness• Leadership support• Training readiness• Awareness of support structure
Feeds into the readiness assessmentChange Log captures all change
associated to processes and ways of working
Knowledge/Proficiency Assessment
• Training assessments– Definitions; concepts; process information– True/false; multiple choice; fill in the blank
• Post course practice– Tracking attendance
• Progress reports– Observation assessment by trainer
15
Knowledge Base Migration Plan
16
Legacy Helpfile Pages (3000)
Help File TrackerExcel spreadsheet on the developer’s desktop,
connected to TFS, that will track the status of all as‐is pages required for the “New
OPSS.”
OPSS Base Content Pages
(507)
Legacy to OPSS MigrationLegacy to OPSS Migration
High= OPSS ( Aug)Med= Business Critical (Dec)Low = Important (Mar)N/A = Review w/Business
OPSS
Courses
Track ProgressTrack Progress
Adoption
• Proficiency comparisons• Error rates• Customer feedback• Post go live assessments
17
Metric Target Pre‐go live average
30 days 60 days
CSR Utilization 86% 79.74%
Adherence 97% 97.43%
CCT Sat 93% 92.23%
CCT FCR 93% 93.99%
AHT
Quality
Avista
Peggy Blowers
•We are an energy company involvedin the production, transmission and distribution of energy
•Avista Utilities is our operating division, headquartered in Spokane, WA
•30,000 square miles of service territory, 3 states (WA, ID, OR)
•600,000 electric and natural gas customers
•Nearly 1400 employees
•Active Community Partner
Avista – 125+ years of dependable service
February 1, 2015
Project Compass!
Engagement: a bit of levity…
21
OCM Engagement Metrics
22
• Procurement Vendor Demonstrations (Open to all employees)
• Stakeholder Surveys (All stakeholder managers)• Customer Focus Groups (Communication Strategy)
Surveys/Feedback
• Executive Steering Committee (Monthly)• Director Meetings (Monthly)• Department/Team Meetings (As needed)• Customer Service Managers (Bi‐Weekly)• Lunch and Learns (All employees)
Stakeholder Meetings
• Internal Newsletter “eView” (Event Driven)• Intranet site ‐ all employee messaging, cartoons (Event Driven)
• Postcards (Monthly)
Internal Communications
Other Employee Engagement: User Acceptance Testing, Training
Engaging Stakeholders
23
Identify/Contact Stakeholders
Surveys/Assessments
Training Strategy and Execution Communication Strategy and Plans (Internal and External) Organizational Readiness Plans and Metrics
Stakeholder Assessments
24
Engaging Employees
• Logged change impacts in Share Point• Over 220 CC&B Employee Change Impacts
> Scope of change, who impacted, requiretraining
Change Impacts
• Weekly status reports• Executive, Director, Manager meetings/check in’s• Employee Meetings• Training: Attendance, Hours Completed• External Customer Communications
Business Readiness
Assessments
• Built into training (web course knowledge checks, classroom assessments)
• Scheduled sandbox/practice time• Participation as Testers, Trainers
Knowledge / Proficiency Checks
Readiness Metrics
26
Low HighScale of Impact
Volume
Low
High
Priority 1
Priority 3
11
12
13
2
7
3
15
6
8
10
4
1
9
5
Priority 2
1617
14
# Description Priority
1 New Bill High
2 Account Number High
3 Master Billing High
4 Landlords High
5 Co‐Tenant High
6 Third Party Authorizations Med
7 Project Share Med
8 CLB Med
9 WEB Low
10
IVR Low
11
Post Dated Payments Med
12
Credit and Collections Low
13
•Bankruptcy Low
14
•Prior Obligation Low
15
•Life Support Low
16
•Collection Agency Low
17
•Reinstatement Write‐offs Low
18
Maximo Low
18
• Customer “Touch point” activity• Identified Customer and Employee Impacts• Established foundation for Communication
Strategy
Change Impact vs. Priority
Change Impact Tracking
28
Organizational Readiness – Training• Metrics:
– Attendance: 100% Customer Service90+% Non Customer Service
• End Users:– Customer Service end users: 160+– Non customer Service 220+
• Total Training Hours: – > 21,000 (Customer Service)– > 2000 (Non‐Customer Service– 11 Weeks to complete
Customer Service Training:• Web based Training:
– 3 introductory Courses (1 hr. ea.)• Instructor‐Led Training:
– CSR: 3 weeks/105 hours– Specialty Groups: (additional hours)
• Billing :10 hours• CS Support: 5‐15 hours• Contact Center Managers: 1 hour• Team Leaders: 8 hours• CARES: 5 hours• Commission: 1 hour
• Self‐Directed Training: 17 hours• Review Training: 20 hours• New Process Step by Steps: 450
Metric Target Acceptable Current RequiredDate
EAM CC&B Notes
Number Dress Rehearsals executed 2 2 2 12/15/14 DR3 completed 12/14/14
Critical business reports tested with no blocking defects
100% 100% 98% 2/1/15 No blocking defects
Management Metrics for post go‐live defined and measurable
100% 100% 100% 12/1/14 Link: Business Metrics
Performance testing performed and accepted
Yes Yes Yes 2/1/15 Performance testing completed week of 1/19/15
Disaster scenarios documented for IT and Business
48Hrs 48 12 Hrs 12/1/14 Test completed July 2014
Percentage of all users correctly mapped to a role/security profile
100% 90% 96% 2/1/15 Security validation ‐ <4% issues – all fixed
Executive supported communications plan
100% 100% 100% 2/1/15 On track to deliver by deadline
Key vendors needed for go live successfully tested and ready
100% 100% 100% 2/1/15 All Vendors ready
Pre‐implementation Audit Complete
100% 100% 67% 1/23/15 Kim B OK’d Go Live. 41 of 61 tests passed. Nine observations to address by 2/26. Post Go Live tests within 2 weeks after 2/2.
Go Live Criteria Status Report – Readiness
30
Metric Target Acceptable
Current RequiredDate
EAM
CC&B
Notes
Contact Center: End‐users completing solution Training
100% 95% 100% 2/1/2015 Data through Week 3 (exceptions STD, LTD, FMLA)
Non Contact Center CC&B/Maximo: End‐users completing solution Training
100% 95% 99% 2/1/2015 Data through Week 3 (exceptions STD, LTD, FMLA) 6 employees were not trained (RO access)
Percentage of key support organization identified and filled
100% 100% 100% 2/1/2015 Planned reviewed and accepted by Avista
Post Go Live Support during warranty period defined and ready
Yes Yes Yes 2/1/2015 Completing in January
Go Live Criteria – Training/Support
31
Adoption Metrics
32
• Key Performance Indicators• Department• Individual
Productivity Metrics
• Key Performance Indicators• Department• Individual• Integration into Training (process updates, new hire)
Stabilization
• CC&B Support Team:• Defect Tracking• Upgrades• Prioritization• New Projects
Governance
Go Live Results
33
Metric Goal Actual(Average) Notes
GradeofService 80%* 83.8% Hi:97Lo:53(Day1)
AverageHandleTime 361 256 Hi:490Lo:256
VoiceoftheCustomer 90% 95% YTD:97%
CommissionComplaints 0 0 0relatedtoCC&B
* Typical run rate goal. See adjusted GOS goals and actual performance below for Go Live week 1:
5%
‐16% ‐13% ‐13% ‐2%
‐50%
0%
50%
Average Customer Service Call Volume
(% Change from same week last month)
Week 1 Week 2 Week 3 Week 4 Week 5
70%
80%
90%Average Customer Service ‐ Service
Level
Week 1 Week 2 Week 3 Week 4 Week 5
437
421
405
423 422
380
400
420
440
Average Customer Service Average Handle Time
(seconds)
Week 1 Week 2 Week 3 Week 4 Week 5
Go Live Performance Metrics
34
Feedback is key!
Post go Live Metrics
0
20,000
40,000
60,000
80,000
100,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Call Volume
2013 2014 2015 2016
0
10
20
30
40
50
60
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average Speed of Answer (seconds)
2013 2014 2015 2016
70.0%
75.0%
80.0%
85.0%
90.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Service Level (% of calls answered in 60 seconds)
2013 2014 2015 2016
0
1,000
2,000
3,000
4,000
5,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Abandon Calls
2013 2014 2015 2016
We’re still measuring… KPIs To Date
anel Discussion:ying the metrics together
Effective change management programs focus on delivering value quickly and demonstrating measurable progress to build confidence in long term transformation and sustainability
=SustainedChange
CapabilityCapacity+
Vision & Strategy
Sponsorship & Commitment
Culture
Leadership Alignment
StakeholderEngagement
Communications
Business engagement
focuses on the targeted, appropriate involvement of all stakeholders to enable buy-in
and ownership
Organization Alignment
Business Readiness Validation
Deployment Planning
Roles & Responsibilities
Training
Knowledge Transfer
Business readinessfocuses on making sure the
business is prepared to own and accept the change—
organizationally, behaviorally, functionally, technically
Sustainability
Continuity Planning
“Whitewater” Support
Performance Support
ContinuousImprovement
Business adoptionfocuses on preparing the
business and making sure it’s able and willing to take
ownership at go-live
+
