PeopleSoft 9.2 Implementation

Organizational Change Transforming and Leading

OBJECTIVES

• Understanding Change • Preparing for Change• Common Reactions to Change• Leading and Managing Change• Align People with the Change• Foster Resiliency• Upcoming Changes for UTRGV

RESOURCE TOOL KITToday’s session

Transition: Workplace Values and Feelings

The Two Frogs And The Bucket Of Cream

Note taking sheet at the end

To do with your office team

The Creative Astronomer

Dealing With Change - Barriers And Strategies (Handout 1a & 1b)

Self-assessment Regarding Change

INTRODUCTIONNameDepartmentWhy are you here? (Expectations)What life changes/organizational changes are you going through nowadays?How well are you doing on those changes?

UNDERSTANDING CHANGE?

“To cause to be

different”

ORGANIZATIONAL CHANGEChange that affects the entire organization in fundamental ways◦widespread change in operational, cultural, and procedural aspects

of your work◦ introduction of new technologies

The areas in scope for this effort are:◦ Campus Solutions (CS) for Strategic Enrollment, ◦ Human Capital Management (HCM) for Human Resources, Benefits, Payroll, and

other important HR functions,◦ Financial Management Solutions (FMS) for Finance and Supply Chain

Management.

Our Reality

◦Describe the proposed change vision, and its goals

◦Reasons why the change is necessary ◦ Project stakeholders and stakeholder

groups and their involvement◦ Key messages to communicate◦Roles and Responsibilities◦ Target time frame to achieve goals◦ Focus Areas

PREPARING FOR CHANGE

STRENGTHENING THE TEAM

Cooperation

Conflict Management

Connection

Commitment

Contribution

Communication

WIFM

Organizational Context for

change

Personal motivation

Employee’s personal situation

The nature of the

change

What’s In It For Me? (WIFM)

Read PeopleSoft Newsletter Sep, Oct, Nov 2017

Your Role as a Supervisor• Explain your team the current situation, rationale for the change• Vision of the organization after change• The basis of what is changing, how it will change, when it will change• The expectation that change will happen and it is not a choice• Status updates on implementation of change including success stories• Communicate the impact of change on daily work life such as WIFM• Specific behaviors and attitudes expected from the employee including support

for the change• Procedures for getting help and assistance during the change

COMMON REACTIONS•Emotional reactions to change are a normal reaction to the real and perceived disruption that accompanies organizational change (Kate Sikerbol, Queen's IRC Facilitator)

•Using negative/sarcastic humor (Harvard Business Review)

•It takes time for people to hear, understand, and believe the message (Harvard Business Review)

•Not Me, Anger, Gossip, Who’s In charge, Panic ( Peter Barron Stark)

•Poorly managed change communication can result in resistance and exaggerating negative aspects of the change and increasing cynicism (OD Practitioner)

•Employees are more motivated to change if leaders can give them hope and inspiration (Gallup)

•Great indicators to resistance to change – Absenteeism, Turnover, Safety incidents, Quality declines (Gallup)

TYPES OF PEOPLE

Pioneers “Yes” People

Crowd Followers Skeptics CAVE

People

STAGES OF CHANGE REACTIONS

Denial Anger Bargaining Depression Acceptance Hope

ACTIVITY Wedding Guests

Anger

Denial

Bargaining

Depression

Acceptance

Hope

TOOLS TO HELP THE CHANGE PROCESSC

HA

NG

E C

UR

VE

CULTURE OF SERVICE EXCELLENCEVISION

APPROACHABILITY

QUALITY OF SERVICE

UNITY

ENGAGEMENT

RESPONSIVENESS

OPTIMIZATION

SOLUTION ORIENTED

V – VISIONWe will demonstrate visionary customer service by

developing a culture of service excellence focused on continuous improvement that integrates our values, our people, and technology. We will create an environment

driven by visionary thinking that enables our students and our employees to maximize their potential, and reach

their goals. Every interaction leads to making a difference in the Rio Grande Valley, the Americas, and the world.

It all starts with YOU.

LEADING AND MANAGING THE CHANGE

Preparing and PlanningCoping with PushbackLeading Status MeetingsMotivating Different Mindsets

Preparing And Planning• Positive frame of mind• Be a reassuring and an active voice• Planning for the known is a must• Open Communication

• PeopleSoft website www.utrgv.edu/peoplesoft• peoplesoft@utrgv.edu for questions/comments• PeopleSoft Newsletters for communications• Attending trainings• UTRGV Messenger• PeopleSoft website FAQs

Coping With PushbackPushback Is Normal Seek The Facts

Seek Clarification

Involve People

Address concerns

Observe, listen, and evaluate

Leading Status Meetings

• Presentations posted on website• Faculty senate• Staff senate• Request a presentation if you

were not able to attend one

Motivating Different Mindsets• Mover ’n’ Shaker - give these people the chance to be first

• Thrill Seeker - these people like to try new things and experiment

• Mission-Driven - these people need reasons to believe

• Action-Oriented - these people just want to know what needs to be done

• Expert-Minded - teach these people how to do it, and they will seek mastery

• Reward-Hungry - these people want recognition for adopting the change

• Team Player - these people are happy to help if you show them why the change will be helpful

• Teacher - show these people how to get others to choose change

SHIFTING FROM RESISTANCE TO ACCEPTANCE

HOW…?

Embrace The Change

A. Change Agents • Look to the future• Self-motivated• Passionate• Understand others

B. Come out of your comfort zone

Self Management

Identify your feelings

Determine the underlying cause

Address the problem directly

Identifying and constructively addressing your emotional responses to change

Stress Management

Ways To Handle Stress Listening to musicWatching a funny movie Friends and family Exercise Meditating

Knowing how to deal with anxiety, tension, and frustration

Self-Motivation• Believe in Yourself • Positive Thinking

• Strong Goals

Self-confidence - Self-confidence is a general belief that you're capable, have potential, and will succeed

Self-efficacy - Self-efficacy is a more specific belief in your strengths to complete a particular task

Beware of Motivation Robbers

Three Mind Traps

DwellingConfusion

Hopelessness

D - Type O - TypeLOW HIGH

PositiveFocusedFlexible

OrganizedProactive

FOSTER RESILIENCY

Activity

The Two Frogs And The Bucket Of Cream

• Bright side of change• Browse website regularly, updates• Share newsletter in department discussions• Suspend judgment during a change• Practice neutral thinking• Offer to work in a role that’s unfamiliar• Find someone who is strong in flexible thinking

RECOMMENDATIONS

UPCOMING CHANGES FOR UTRGVPeopleSoft FMS/HCM 9.2 - September 1, 2018PeopleSoft CS 9.2 ◦Admissions and Campus Community – July 1, 2018◦ Transfer Credit – August 15, 2018◦ Financial Aid – October 1, 2018◦Academic Advising, Student Records – January 15, 2019◦ Student Financials – June 28, 2019

PeopleSoft 9.2 will replace:

PeopleSoft will not replace: •Blackboard for eLearning•CORE iPayment for online payments•Faculty Portfolio Tool (FPT) for faculty profiles•Hyperion for budgeting•iShop for purchase requisitions•iTravel for travel arrangements•PeopleAdmin for recruiting

UPCOMING CHANGES FOR UTRGV (Cont.)

Email at peoplesoft@utrgv.eduPeopleSoft Webpage www.utrgv.edu/peoplesoft

Online query form available on website

WHO TO CONTACT

Dealing with Organizational Change•Understanding Organizational Change•Preparing for Organizational Change•Embracing Organizational Change•Redefining Yourself after Organizational Change

Perseverance at Work•Forging Ahead with Perseverance and Resilience•The Importance of Flexibility in the Workplace •Persevering through Setbacks•Self-trust

Thank you!

EVALUATION INFORMATIONOrganizational Change

Transforming and LeadingPeopleSoft 9.2 ImplementationWhat went

wellWhat'ld be improved

What helped

What hindered