Driving Change_GBS_ASEAN_Participants

Driving Change A Change Management Training 1

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What do they See？ Leader / Change Initiator Team Member / End User 4

How many percent of Workplace change initiative are successful? 5

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of workplace 70% change initiatives FAIL Sources: “Leading Change: Why Transformation Efforts Fail” by John P. Kotter in the Harvard Business Review (March–April 71995) and The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (1999, Doubleday) by Peter M. Senge.

Why do 70% Fail? It is not about WHAT… it is about HOW 8

CONTROL Circle of Influence NO CONTROL - Questions from process Circle of Concern - No email - Familiarization - Expectations from global to - Effective Communication (Things we cannot control) - Birth Pains perform - Task not yet finalized, Circle of - System capability Influence - The resources available delineation. - Support of transition of GBS (Things we can (HC, printers, etc.) Control) - Limited units / kiosk smooth implementation. - Culture (HR Dependency) 9









Accelerate Change 14

About Change Accepted Resisted • Self Initiated • Forced upon us • Understand the • Don’t understand the rationale rationale • See a clear benefit • No clear benefit • Opportunity to control • No control or influence or influence the change 15

Agenda 4 16

Describe the Change 17

People tend to respond more favorably to change when they understand the business reasons for it and can see its benefits. 18

Describe what is Changing and WHY. 19

Lear’s High-Impact HR Operating Model The Right Work in the Right Place at the Right Cost to drive strategic business objectives & a positive employee experience Business Strategy Together We Win Culture Financial Impact • Strategic and proactive Subject Matter • Support execution of services for HR Experts / Solution Architects who design innovative and standardized people Transactional Operations, such as: programs, strategies, tools, policies and processes • Employee Data Management • Drive strategic objectives for: • Payroll / Benefits / Comp Admin • Talent Acquisition • Recruiting Administration Managers / • Diversity & Inclusion Line Managers • Labor Relations Centers of HR Shared Services • HR Inquiry Support/Service Innovation Management (Ask HR) Employees • Compensation & Benefits • Learning & Development / HR GBS • High volume, repeatable, rules Retirees Senior • Global Mobility based, transactional processing Candidates Leadership • HR Business Partners are aligned to excellence, enabled by technology Team Business Leaders to support people strategies and business objectives HR • Local HR program & strategy Divisional Customer execution at a Regional-level Leads • Business Unit (BU) resources are deployed to support approved Innovation • Serve as Frontline Service Delivery strategic initiatives, and are experts for higher-touch “Moments comprised of agile teams to support HR Business Plant People that Matter” HR processes such as work that requires “boots on the Partners / BU Leaders Talent Acquisition strategy ground” (i.e., new plant openings) (Plant HR) adherence, Onboarding, ER/LR investigations, Exit Management, Performance Management and Career Planning • Drive technology adoption and manager effectiveness Strategy HR Service Execution Delivery © 2020 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 20

Detailed Regional HR Shared Services/ HR GBS Interaction Model TIER 0 TIER 1 TIER 2 TIER 3 Employee & Manager HR Shared Services HR Shared Services HR CoI / Self-Service (Generalist) (Specialist) HR Business Partners Candidates Digital 20-30% 5-10% Less than 5% Employees/Managers 65-75% Contractors/Suppliers Transactional Process Resolution Alumni • Complex functional request resolutions Retirees • Policy / process exception management • Specialist or vendors with for escalated situations deep topic expertise • HR Shared Services • Advise & coach on generalist with basic complex issues • Self-service functional knowledge • HR Knowledgebase • Complete a simple process • Webforms request • Service Management portal Increasingly higher touch support and level of expertise needed to resolve queries © 2020 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 21

Change Reaction Continuum Resisting Observing Accommodating Embracing Defy the Change! IGNORE the Change! DEAL with the Change CHAMPION Change - Views the change as negative. - Sees the change as - Sees the change as ultimately - Views the change as positive - Loudly voices negative uncontrollable and positive but unmanageable. and manageable. opinions about the change or undesirable. - Is uncomfortable with the - Clearly understands the questions it repeatedly. - Passively accepts the change change but goes along with it reasons for the change and - Works to show that the change but makes little or no progress out of loyalty to those involved. anticipates the benefits it will is not necessary, possible, or or effort toward helping to - Thinks the change is bring. acceptable. implement it. inevitable, and it’s just a matter - Works hard to incorporate the - Faces the change by fighting - Focuses on what is staying the of accepting it. change into daily work. or resisting it. same, rather than - Is ambivalent to the change. - Faces the change by trying - Feels a lack of control over the acknowledging what will be - Tends to use old rather than new ways to make it work. situation. different. new methods or procedures. - Is comfortable with a certain - Strictly adheres to established level of risk or ambiguity. practices and processes. 22

Crossing the Chasm 23

Seek reactions and feelings 24

Change can elicit a range of emotions – from Confusion to Fear. Resistance does NOT always mean negative – it can be a sign of Engagement. 25

Principle of Seeking Reactions & Feelings 1. Label Facts & Feelings 2. Listen and Encourage Participation 26

Change and Neuroscience 1. Label Facts and Feelings 2. Listen and Encourage Participation THINK NEW PERSPECTIVE （Prefrontal Cortex） （Dopamine） Threaten OLD Perspective （Limbic System） 27

Seek / Draw Out Resistance Why? • Acknowledge them and help people move past any emotional barriers. • We want to engage them by helping our team members see new possibilities. • If we can help someone who is Resisting moves close to Embracing (or even slightly closer) we can start to refocus on a persons STRENGTH and ENERGY in implementing change. 28

Key Principle ESTEEM Maintain or enhance self-esteem. EMPATHY Listen and respond with empathy. INVOLVEMENT Ask for help and encourage involvement. SHARE Share thoughts, feelings, and rationale. (to build trust) SUPPORT Provide support without removing responsibility. (to build ownership) 29

How it looks? How it looks Express confidence in your team’s ability Principle Maintain SELF-ESTEEM Acknowledge the emotions that people Listen & Respond with EMPATHY experience through change Encourage INVOLVEMENT Help team members feel involve and more control of the situation. Share your THOUGHTS You can share your personal thoughts about the Provide SUPPORT change to build trust. Provide support in the process while holding them responsible for implementing the change 30

Regain Control 31

When people experience change, particularly change they haven’t initiated, it can make them feel out of control. Our role: Regain sense of Control 32

Control / No Control We can INFLUENCE NO CONTROL CONTROL - No email - Expectations from global to - Questions from process - Familiarization perform - Effective Communication - System capability - Birth Pains - The resources available - Task not yet finalized, (HC, printers, etc.) delineation. - Limited units / kiosk - Support of transition of GBS - Culture (HR Dependency) smooth implementation. 33

If we focus on the 34 things we can CONTROL or INFLUENCE, you will help team members begin to move closer to embracing.

Dealing with things LESSONS OF THE PYRAMID that go wrong 1 WORK BOTTOM UP Correct Most time and effort should be spent at the lower levels of the pyramid. Teach & Communicate 2 WHEN STUCK, GO LOWER The solution to a problem at one level of the Helping things Listen & Learn pyramid is always below that level. go right Build the Relationship 3 MINDSET MATTERS MOST Build Relationships with Others Ultimately, my effectiveness at each level of Who Have Influence the pyramid depends on the lowest level of the pyramid—my mindset. Get out of the box: 34-35 improve my mindset

Driving Change 36

By applying the Driving Change • We accelerate the process of making change happen. • Clearly communicate the benefits of change. • Create an environment where change is supported. • Minimize potential negative effect of change. • Turn resistance into commitment. • Inspire team members to take ownership of change. 37