Symposium CONF 303 Support strategy in change management for the transformation of the MUHC
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PMI-MONTREAL 5 TH ANNUAL SYMPOSIUM, OCTOBER 8 TH , 2014 ROCCO MONTESANO ASSOCIATE DIRECTOR-HUMAN RESOURCES AND ORGANIZATIONAL CULTURE SUPPORT STRATEGY IN CHANGE MANAGEMENT – TRANSFORMATION OF THE MUHC HUMAN RESOURCES AND ORGANIZATIONAL CULTURE DIRECTORATE 1
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The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015. Biography Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Transcript of Symposium CONF 303 Support strategy in change management for the transformation of the MUHC
PMI-MONTREAL 5TH ANNUAL SYMPOSIUM, OCTOBER 8TH, 2014
ROCCO MONTESANO
ASSOCIATE DIRECTOR-HUMAN RESOURCES
AND ORGANIZATIONAL CULTURE
SUPPORT STRATEGY IN
CHANGE MANAGEMENT –
TRANSFORMATION OF THE MUHCHUMAN RESOURCES AND ORGANIZATIONAL CULTURE
DIRECTORATE
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AGENDA
A few words about the MUHC
The New MUHC
Glen Site
An important transformation
HR’s Training and Organizational Development Department
Change Management
Plan of Action
Union Parity Committee
The C.A.R.E. Model
Training and Orientation Plan of Action
Conclusion
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Six hôpitaux
Un centre de
recherche de
renommée
internationale
Près de 12 000
employés
Des installations à
la fine pointe de la
technologie
Une vision du futur
Les meilleurs soins
pour la vie
Hôpital général de Montréal
Hôpital de Montréal pour enfants
Hôpital Royal Victoria
Hôpital neurologique de Montréal
Institut thoracique de Montréal
Hôpital de Lachine et
Pavillon Camille-Lefebvre
A few words about the MUHC
Le CUSM, une tradition d’excellence
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A few words about the MUHC
The McGill University Heath Centre is an
organization created in 1997 by the first and
most important voluntary fusion of
University Teaching Hospitals in Canada. It is
a universe of activities that all have the same
goal….
The Best Care for Life!
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The New MUHC
New practices, better facilities, latest technology
Redevelopment Project of $ 2,355 billion
Four outstanding hospital sites :
• Glen Site
• Montreal General Hospital
• Lachine Hospital
• Montreal Neurological Hospital
The transformation of the New MUHC requires the
commitment of everyone
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Glen Site
The Glen site will be the new home for:
Montreal Children’s Hospital
Royal Victoria Hospital
Montreal Chest Institute
Research Institute of the MUHC
A New Cancer Centre
Shriner’s Hospitals for Children® - Canada (Not part of the MUHC)
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Glen Site
The best facilities for our teams:
Consolidation of specialties for maximum efficiency
Related services located next to each other to
promote interdisciplinary collaboration
Increased efficiency and optimization of resources,
faster and more effective care for patients and
better workflow
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Site Glen: vue du sud-est
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Glen Site
Timeline...
Operational plan for startup• September 30, 2013
Glen site activation• Since October 1st, 2014
Execution of transfer plan (move)• Research moves February 10-26, 2015• RVH moves April 8-26, 2015 • MCH moves May 12-24, 2015 • MGH (certain sectors) June 8-14, 2015• MCI moves June 8 -14, 2015
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An Important Transformation
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An Important Transformation
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HR’s Training and Organizational
Development Sector: Mandate
Mission:
Offering support in change management, promoting the success of projects as well as in developing programs focused on performance and well-being.
Values:
Leadership, competence and innovation
Teamwork and inter-disciplinary
Environment conducive to learning and promoting personnel strengths
Service and partnership with the customer and his environment
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Change Management
Bridges’ Transition Model
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Change Management
Stress and Change
Sources of stress during change are related to:
Losses: colleagues, status, benefits, internal communication network, control…
Learning elements
It is important to understand that:
A perceived threat can cause the same reaction as a real threat
Human beings have limits in their capacity to adapt to changes which can create a saturation effect (De Meuse & Mc Daris, 1994)
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Change Management
The Human Side of Change
It is important to have a good understanding of what change entails:
• Reactions to change are human and to be expected
• Even positive changes cause stress
The managers have a double challenge:
• Adapt to the change
• Help others through their transition
• Managers practices have an important impact on the success of a change
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Change Management
The Importance of People
Things cannot change without having people make the expected changes a reality.
Reactions depend on the specificities of the change, its impact and the way it is managed. These perceptions are not to be undermined as they relate to feelings and emotions which vary greatly during a transition process, and greatly influence behaviors.
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Implement change quickly and effectively to:
- Minimize the impact on performance and
mobilisation of personnel
- Avoid turnover and unnecessary loss of employees
- Eliminate negative impact on internal and external
clients
- Successfully achieve the target
Change Management
The Purpose of Change Management
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Change Management
Critical Success Factors of Change
Prioritize the human side
Define a clear, stable and legitimate vision of the change
Demonstrate respect for the past and recognize past contributions
Be transparent
Practice a visible leadership (walk the talk)
Communicate
Accompany the affected personnel
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PLAN OF ACTION
Context
The MUHC started a large complex transformation
Return to budgetary balance
Redevelopment Plan
New clinical plan
This transformation has important impacts on:
Processes
Information systems
Clinical practices
Structure
People
The expected benefits are huge and the risks are high
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PLAN OF ACTION
Developed by the Human Resources Directorate in collaboration with the MUHC Transition Support Office
Objectives:• Support and mobilize people
• Ensure change sustainability
A strategy with six components:1. Advanced course in change management
2. Practical guide to the New MUHC
3. Workshop and follow-up session in change management in a context of transition
4. Training groups in change management
5. Clinic in transition project management
6. Coaching in change management
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PLAN OF ACTION
1. Advanced course in Change
Management Support
Is intended to those supporting managers
Objectives:
Develop a common frame of reference in change
management
Understand the human dynamics of change
Identify strategies to facilitate change
Interact with colleagues about their approaches and
tools
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PLAN OF ACTION
2. Practical Guide to the New MUHC
Project Management Approach
Help Managers navigate through the transition Information about project and change management, tip
sheets
Comprehensive and user friendly step by step information and tools
Harmonization of clinical practices and HR procedures
Addresses the Human side of the transition
Support to services moving, merging, facing, reorganization of teams, introducing new practices of work processes
The 6 P’s of transition: People, Practice, Partnerships, Processes, Physical Environment, Performance
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Plan of ActionOverview of the Steps
1.1 Define what
your transition
entails
1.2 Develop the
project charter
1.3 Form a
transition
workgroup
2.1 Complete an
environmental scan
2.2 Perform a gap
analysis
3.1 Identify your
stakeholders
3.2 Create a
communication
plan
4.1 Define your
objectives,
priorities and
indicators
4.2 Develop an
action plan
4.3 Evaluate the
risks
4.4 Implement
your action plan
5.1 Complete a
lessons learned
exercise
5.2 Celebrate
and close your
files
STEP 1Initiation
STEP 1Initiation
STEP 2Where you
are now
and where
you are
going
STEP 2Where you
are now
and where
you are
going
STEP 3Engaging
people
STEP 3Engaging
people
STEP 4Planning
and
Delivering
STEP 4Planning
and
Delivering
STEP 5Evaluation
and
Celebration
STEP 5Evaluation
and
Celebration
PLAN OF ACTION
3. Workshop and follow-up session in
change management in context of change
Caters to managers
Broadcasted by directorate (natural teams)
Understand what the transition entails in ones
department and managers role
Understand ones role as a leader and his/her resources
Be familiar with the Practical Guide to the New MUHC
Identify strategies to effectively manage a project
Opportunity to voice their concerns and give
guidance
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CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
4. Training groups in change management
Caters to managers
Six activities:
Psychological transition and emotional management
Preparing for change
Resistance Management
Influence and political aspects
Teams merger and creation of a common culture
Team Building
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PLAN OF ACTION
5. Clinic in Transition Project Management
A by appointment advisory service for managers
A one or two hour meeting
As needed by the manager, is used to:
Ask questions
To validate
Ask for advice
Provides access to specialists
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CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
6. Coaching in Change Management
Personalized service offered continuously by the
change management team in the HRD
For managers and project teams Advice
Strategies, models and tools
Discussions
Interventions
Example of topics covered: Planning phase of change
Implementation phase
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PLAN OF ACTION
MUHC 2015: Getting the Pulse
Need to enable managers, supervisors and team
leaders to reach their frontline staff with timely
and accurate information
Gain a better perspective of anxieties and
information gaps
Importance to communicate and the how to!
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Union Parity Committee
A forum for communication and exchange of
information
To discuss issues while finding solutions
To identify and analyse risks which can have an
impact on staff
To develop guiding principles
To assure concerns are addressed
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The C.A.R.E. Model:
Self-care for Better Patient-Care
C.A.R.E. (Connect-Act-Respect and Experience) to
foster resilience and personal coping strategies
while building community well-being
Activities and programs to promote health and
wellness
Corporate Training programs (example: stress relief
workshops, mindfulness)
Corporate Discount Program
Recognition Program
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Training and Orientation
Plan of Action
Develop and delivers a training and orientation
program for approximately 8000 members of the
MUHC community starting in January 2015
Orientation to the new environment and trained on
new equipment and work processes.
Developing and delivering general training and
orientation
Tour guides
Common clinical training sessions
Creating an information booklet, tools, e-learning
Communication Plan of Action
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Conclusion
Change provides new opportunities
Expect reactions to change
Be attentive, available, transparent, engage
Effective communication is key!
Internal support network, do not work in isolation!
Unions are true partners
Importance of wellness, recognition
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