change managementppsdma.bpsdm.dephub.go.id/web/wp-content/uploads/2018/09/...pidato kenegaraan...

KEMENTERIAN PERHUBUNGAN

BPSDM PERHUBUNGAN

CHANGE MANAGEMENT

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Oleh :

UMIYATUN HAYATI TRIASTUTI, Ir., M.Sc.

KEPALA BADAN PENGEMBANGAN SDM PERHUBUNGAN


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Sidang Kabinet Paripurna tentang Ketersediaan Anggaran

dan Pagu Indikatif serta Prioritas Nasional Tahun 2019,

Senin, 9 April 2018

Pidato Presiden pada Penyampaian Keterangan

pemerintah atas Rancangan Undang-Undang tentang

RAPBN Tahun 2019 beserta Nota keuangan,

Jakarta, 16 Agustus 2018

Pidato Kenegaraan Presiden RI dalam rangka HUT ke-73

Proklamasi Kemerdekaan RI di depan Sidang Bersama

Dewan PerwakilanRakyat dan Dewan Perwakilan Daerah

Jakarta, 16 Agustus 2018

Latar Belakang Reform Leadership Training


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CHANGE MANAGEMENT

• How to Change Management ?

• How to manage Change Management ?

• How is Change Management preparedness?


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Change is the process of moving from one

state (current state) to another (future state)

Transition

What is Change?

Current State Future State


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One of Change Management Model

• Prosci's ADKAR® Model- “One of the most widely-requested and sought after

models for change management.”

- “Simple but extraordinarily powerful model to help drive

successful change in one’s personal or professional

life.”


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The Essence of ADKAR


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Dalam buku Jeff Hiatt Adkar itu : “model untuk

perubahan dalam bisnis, pemerintahan dan

masyarakat…”.

ADKAR

•Awareness

•Desire

•Knowledge

•Ability

•Reinforcement

How to Change Management ?


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Awareness

Langkah pertama perubahan adalah

menyadarkan orang bahwa bila kondisi

saat ini dibiarkan maka nantinya akan

ada dampak yang merugikan mereka

#1


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#2Desire

Setelah seseorang sadar,

perlu dipancing keinginannya untuk

berubah dengan cara menunjukkan

manfaat perubahan bagi mereka


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#3Knowledge

Saat orang mau berubah,

kadang orang belum tentu tahu

bagaimana cara berubah,

disini perlu informasi tentang

bagaimana cara berubah


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#4Ability

Orang yang tahu apa yang harus dilakukan

belum tentu mampu melakukanya.

Kadang ada kendala dari diri dan lingkungan.

Disini perlu faktor yang mendukung

kemampuan orang untuk berubah


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#5Reinforcement

Saat seseorang melakukan perubahan,

perlu dukungan agar perilakunya bertahan.

Disini diperlukan penguatan


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Mengembangkan

Strategi

Implementasi

Strategi

How to manage Change Management ?


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Tunjukkan manfaat secara konkrit

Munculkan harapan


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a disciplined approach to help organizations

manage transition


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Sukses

Waktu

“Bukan yang terkuat

melainkan yang adaptif”

A B

Kata kunci: Kreatifitas

How is Change Management preparedness ?


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Perubahan

Sukses

Perubahan

Gagal

Eksis--

Berkelanjutan

Mati--

Berhenti


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LAKUKAN INTERVENSI TERENCANA


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Five Levers of

Organizational Change Management

• Communication plan

• Sponsorship plan

• Coaching plan

• Training plan

• Resistance management plan


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Communication Plan

• Communication is more than just telling someone something.

• Communication is a critical component of implementing change, but it

is not the only requirement for successful change.

• Effective communication is targeted for each of the different

audiences impacted by the change.

• A structured communication plan, based on best practices research,

presents the right messages, at the right time, in the right format or

channel and comes from the right sender.

• ADKAR Connection: Awareness, Desire


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Sponsorship Plan

• Number one contributor to project success (Prosci’s benchmarking

studies)

• Three high-level roles of the sponsor: to participate actively, to build

a coalition, to communicate directly.

• ADKAR connection: Awareness for the need for change; Desire to

participate; Reinforcement


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Coaching Plan

• Coaching takes place between an employee and their direct

supervisor.

• Managers and Supervisors play a critical role in successful change:

– They communicate messages,

– their attitudes toward the change filter directly and immediately to how

their employees react to change

– They identify and manage resistance, provide recognition and

reinforcement during implementation

– (research shows this key group is often overlooked, not properly trained

and/or engaged)

• Cannot use a “proxy” for coaching activities: not members of the

project team or external consultants or HR. Coaching is build upon

the relationship that an employee has with the person they report to.

• ADKAR Connection: All elements.


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Training Plan

• An intervention to build skills and capabilities

• Need to identify the skills and capabilities that are needed, and gaps

that exist and the training requirements.

• Training in Change Management is needed!

• ADKAR Connection: Knowledge – must come AFTER building

Awareness and Desire.


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Resistance Management Plan

• Resistance to change is a Natural Reaction.

• Proactive Resistance Management:

– Identifying what resistance might look like and come from,

– Develop a set of steps to answer these objections before they manifest

– Decide who will be involved in managing resistance and prepare them to intervene

• Reactive Resistance Management:

– How will you monitor acceptance and resistance

– How will you respond?

– Use ADKAR to determine causes and work in those areas

• ADKAR Connection: Any missing element can result in resistance to a change. The important point to remember about resistance is that you need to identify and address the root cause of the resistance, and not just the symptom. ADKAR, then, can be used in both proactive and reactive approaches as a guide for effectively engaging and overcoming resistance to change.


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• What expected benefits of the project depend on the people

side of change?

• Three “people” factors22:

1. Speed of adoption

2. Utilization

3. Proficiency

22 “ROI and Change Management Measurement”, Prosci, 2010

Talking About Change Value


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Injeksi Change Management


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https://www.hwzdigital.ch/banken-und-fintechs-innovationsfaehigkeit-durch-kooperation/

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