Initiating Change – Alison’s Work/Study Issue
As someone training to become an HR consultant, I have learnt that
before any change can be initiated, it is vital to do a forcefield/stakeholder
analysis. Learn who are the stakeholders - who is for, who is against, who has
the power, and what is their sphere of influence.
1) Find Change Agents at every level
2) Communicate objectives and expectations to every party involved
3) Ensure two-way communication so as to Get Feedback and Understand
Resistance
Objectives:
1) Continue career development throughout grad school - Gain expertise
in conceptual work and consulting work
2) Get paid enough to live and save a little, so as to pay off my
tuition loans.
Situation:
Currently working in the HK APAC office. Going to grad school in NY this
September. Arranging for me to transfer to the German office so as to reach my
objectives. Germany will allow me to work remotely.
Germany is structured differently from HK. Each team is led by a team
leader and is responsible for only one type of product/service. In HK, everyone
is a generalist. Therein lies several constraints:
- Each team works separately from others
- Learning will be limited to the
product/service offered
- Since teams are limited, work for me will also
be limited
- I have only 3 months to be physically present
in Germany
Other issues – Working Remotely:
- Only development in conceptual work
- How to get development in consulting work?
Plan to Meet my Objectives: Work for 2 teams, open doors for consulting
opportunities
Monday and Tuesday: Team 1
Wednesday and Thursday: Team 2
Friday: Shadow CEO
Problem:
1) Stakeholder Analysis
Stakeholders: CEO, COO, HR, Team Leaders concerned (B.L Questionnaires, Mig AC, Mik Trainings), people who care about keeping me engaged (G)
Pro: Grace, Bastian - Questionnaires
Pro-Neutral: CEO
Neutral: COO, HR, Miguel AC, Mike
Trainings
2) Change Agents - How to Influence (Is
there a need to do Needs Analysis?)
(Ranked in terms of priority)
CEO: What are his needs?
- Talents - committed to vision, loyal, capable
- quality and quantity
- Organizational Fairness - perception
- He wants GROWTH - how do I give him that?
Influence:
- Talents - me (show via actions -
Find out how! Shadowing?)
- Protect Org. fairness - get team
leader buy in
- Growth - San Fran office? Get
agreement from Chad
COO: What are his needs?
- Streamline and tidy up operations
- Get a global system going - clean it up
- Organizational fairness
- Value for Money
Influence:
- Operations - not sure. Guinea
pig for payment with services method?
- Protect Org. fairness - get team
leader buy in, Show data on cost of living difference in NY VS. Bamberg? (http://www.numbeo.com/cost-of-living/compare_cities.jsp?country1=United+States&country2=Germany&city1=New+York%2C+NY&city2=Nuremberg)
- Value: I do not know how to show
this to Dirk
Miguel AC and Mike Trainings:
- Need to
deliver high quality work on time
- Favour
with CEO?
- Reliable,
capable talent
Influence:
- Work and Talent: Send samples of work that I have already
done, Commit to doing what it takes - working on weekends if
needed, Pull in references from G and T if needed
- Favour: Get CEO's backing
HR: Needs this to be as easy and as fuss-free as
possible. (overworked)
Influence:
- Hammer out all details before approaching HR with comprehensive list
3) Plan
Details:
Bottom up approach:
- By 4/4: 1)
Gain buy-in from Miguel 2) Gain buy-in from Mike 3) Deal with B.L (method
stated above - influence TL)
- By 15/4: Gain
buy-in from CEO; communicate objectives and expectations. Get Feedback and
Understand Resistance: adjust plan accordingly
- May: Get
Feedback and Understand Resistance: SHOW work capability, build
relationships, adjust plan accordingly
- June: NY
plan - influence COO and HR - capitalize on May
