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Change Management Process (Highlighted)

This document outlines the change management process for implementing a Situated Job and Task (SOJT) training program. It discusses the key steps: 1) Entering and contracting with the organization to identify fit and commitment of resources, 2) Diagnosing a pilot area by analyzing performance issues, 3) Implementing the pilot by outlining action steps, and 4) Evaluating and revising the pilot through case studies and comparisons. Issues that may arise include potential time burdens, unwillingness to train, unclear expectations for trainers and trainees, and concerns about employee development goals and the role of HR staff.

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Khairul Nizam
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24 views

Change Management Process (Highlighted)

This document outlines the change management process for implementing a Situated Job and Task (SOJT) training program. It discusses the key steps: 1) Entering and contracting with the organization to identify fit and commitment of resources, 2) Diagnosing a pilot area by analyzing performance issues, 3) Implementing the pilot by outlining action steps, and 4) Evaluating and revising the pilot through case studies and comparisons. Issues that may arise include potential time burdens, unwillingness to train, unclear expectations for trainers and trainees, and concerns about employee development goals and the role of HR staff.

Uploaded by

Khairul Nizam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Change

Management
Process and
Issues In
Using SOJT
Dr Hana Hamidi
Defining the change management process for
This unit SOJT
addresses the
following
topics: Issues of concern in Using SOJT
Entering and Contracting

Diagnosing the pilot area


SOJT Change
Management
Process Implementing the pilot study

Evaluating and revising


Entering and
contracting
Two stages:
• entering negotiation and
• developing the contract with client
Entering

1 2 3
To determine fit between SOJT and This stage helps identify the issues Involves meeting with senior
the organization, and whether the that have the most importance and mangers from a number of areas –
organization is prepared to commit predict their likely effects on SOJT production, HR, safety and
the necessary resources program engineering
Entering (Key
Indicators)
• Is senior management willing to commit resources to support SOJT?
• Are managers and supervisors willing to host a SOJT pilot project in their work area?
• Are off-site training programs already present in the organization? Are they valued?
• In what ways could SOJT address the organization’s most pressing needs?
• Have internal planning committees been established to review the feasibility of using SOJT and to address any issues that
may inhibit its use?
Contracting
• If SOJT seems feasible for the organization, the second stage is to develop a contract specifying the project.
• An iterative process to ensure that the language suits all.
• The contract specify the broad functional areas – such as customer service operations, retail sales, production or
maintenance – which will host the SOJT project.
Contracting
• The contract should spell out the following items: • Financial, physical and HR that the organization will
• Goals of the project provide in support of the project
• Deliverables of the project • Evaluation criteria
• Probable pilot study areas • Total costs
• Roles of the individuals inside and outside the • Timeline
organization • Renegotiation statement
Diagnosing the
Pilot Area
• The next step is to conduct a detailed study of the problems or issues that affect specific functional areas
within the organization
• SOJT should be used only when a documented performance problem caused by a lack of appropriate levels of
competence has been determined to be the causse of the problem.
• For this reason, the diagnosis stage may have to include a performance analysis.
Criteria The interest of area managers and supervisors in hosting a pilot study and their readiness to do so

used to The interest of front-line employees in those areas in participating in the pilot project
select the
locations The representativeness of the work being done in those areas

for SOJT
pilot
The consequences of the problems as documented by performance analysis in those areas

studies The overall chance of success in implementing SOJT in those areas.


Discuss Discuss organizational issues and ways of addressing the issues

Discuss Discuss how employee competence is affected by the issues

Provide Discuss Discuss how SOJT can address competence needs


Overview of Provide Provide examples of SOJT and unstructured OJT
SOJT to
managers Describe Describe the forecasted financial and nonfinancial benefits of SOJT

Describe Describe the general steps of an action plan

Allow Allow for further discussion.


Implementing the pilot area

As a rule, these steps combine the basic


The steps of the action plan specify the steps for developing SOJT as presented
sequence of events that will take place in the class with information that
to implement SOJT. accommodates the needs of the
organization.
Evaluating • The last step of the change management
process
and
• Evaluating the pilot project
revising
• Many any necessary revisions
Main purpose is to make improvement, not meant to support a
summative judgement on whether to keep SOJT in place unless
unforeseen events have made its continuance impossible

Case studies are the primary means of communicating the results of


Evaluating the evaluation

Each case study presents the information related to the design,


implementation, and evaluation of SOJT in a specific pilot study
location.
The case study can be used in identifying areas for revision.

Revising
In most organizations, several pilot study locations can operate
concurrently. Comparisons of the findings from these case
studies can be viewed more easily if presented in a matrix.
Undue time burden

Unwillingness to train – organization-based reasons VS person-based


reasons
Issues of Trainer’ work expectations - supervisors and managers VS frontline
Concern employees
Employee Development – employees must feel that the training is
moving them to a useful goal
Role of HRD staff – may feel left out of the process
Thank you

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