Managing Organizational Change: Metrics that Matter April 28, 2015

Moderator  Sheila Gatlin EY

Introductions Peggy Blowers  Peggy is the  OCM Program Manager, for Avista Utilities, responsible for  organizational change management, communication and training for  CIS , EAM, and MDM systems. Peggy has held Leadership positions in  Fortune 100 Companies (Hewlett Packard, Agilent Technologies and General  Dynamics) in Operations, Supply Chain, Materials, Distribution, Service, and  Engineering, and has led Education and Training team in support of world  wide Oracle ERP deployment.

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Denise Hutchinson  Denise is the Manager of Organizational Change Management and  Training for Project CiNERGY (CIS modernization project) at Arizona  Public Service Company.  She was previously Manager, APS Customer  Care Center, a bilingual, inbound call center servicing 6.2 million calls  annually.  Prior to that, she was Leader of APS Customer Service  Training and Development. She has been with APS since 1982, and  has been involved in several major change efforts at APS.  

Agenda • Organizational Change Framework • Panelist Presentations – APS – Project Cinergy OCM Programs – Avista – Project Compass OCM Programs

• Panel Discussion / Q&A • Wrap‐Up & Evaluations 

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Organizational Change Framework An established framework allows organizations establish action plans and metrics for the key elements of a successful change program Business engagement focuses on the targeted, appropriate involvement of all stakeholders to enable buy-in and ownership

Business readiness

Business adoption

focuses on making sure the business is prepared to own and accept the change— organizationally, behaviorally, functionally, technically

focuses on preparing the business and making sure it’s able and willing to take ownership at go-live

Vision & Strategy

Organization Alignment

Sustainability

Sponsorship & Commitment

Business Readiness Validation

Continuity Planning

Culture Leadership Alignment Stakeholder Engagement

+

Deployment Planning Roles & Responsibilities Training

“Whitewater” Support

+

Performance Support Continuous Improvement

=

Sustained Change Capability Capacity

Knowledge Transfer

Communications

Effective change management programs focus on delivering value quickly and demonstrating measurable progress to build confidence in long term transformation and sustainability

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Arizona Public Service Denise Hutchinson

Arizona Public Service (APS) • Largest utility company in  Arizona • 1.2 million customers • 11 out of 15 counties  • Diverse service territory  – Metropolitan Phoenix  – Low desert (Yuma) – High country (Flagstaff)  • 6,400 employees • Largest taxpayer $520 million in  2014 • 2nd largest generation fleet in  western U.S. APS Service Territory 6

Engagement • • • • • •

Stakeholder meetings Change Champions Roadshows Communication Pulse check Gamification

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Communications • Quarterly – Videos  – Newsletters

• Monthly – Postcards

• On going – Project Intranet Site

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Pulse Survey Using quantitative stakeholder assessment data to address  gaps and increase awareness through the use of analytics.

Using Qualtrics to  capture survey data

Import data into Analytics  tool, Qlikview.  

Extract results into heat map  for visual reporting with  stakeholders.  Compare results  quarter to quarter.

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Gamification Using gamified learning and awareness building  allows us to track retention of program knowledge  in an engaging way. We use 21 data points, which include: Recall: • Loss of recall score • Increase recall score Engagement • Increased frequency • Time spent on content • Enrollment levels Data segmentation:  • By subject matter • By users/team 10

Readiness –Change Impact Planning –Readiness Assessments –Knowledge/Proficiency Assessments –Knowledge Base Migration 

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Change Impact Action Planning Business Changes Identified and Prioritized Sorted by topic

Prioritized

Communication Clarify details

Present process plan

Action Planning Develop/define business rules to align with CC&B

Documentation/Review and Approval  Change Integration

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Change Action Planning  Progress Tracking

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Readiness Assessments Using a readiness assessment is a comprehensive  approach to understanding stakeholder security and  confidence based on the changes that have occurred.

Change Log captures all change  associated to processes and ways  of working

Feeds into the  readiness  assessment

• • • • • •

Individual readiness Organizational readiness Change topic awareness Leadership support Training readiness Awareness of support structure 14

Knowledge/Proficiency Assessment  • Training assessments – Definitions; concepts; process information – True/false; multiple choice; fill in the blank

• Post course practice – Tracking attendance

• Progress reports – Observation assessment by trainer

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Knowledge Base Migration Plan Legacy to OPSS Migration Help File Tracker Legacy Helpfile  Pages (3000) High= OPSS ( Aug) Med= Business Critical (Dec) Low = Important (Mar) N/A = Review w/Business

Excel spreadsheet on the  developer’s desktop,  connected to TFS, that will  track the status of all as‐is  pages required for the “New  OPSS.” 

OPSS Base  Content Pages  (507)

Courses

OPSS

Track Progress

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Adoption • • • •

Proficiency comparisons Error rates Customer feedback Post go live assessments

Metric

Target

Pre‐go live  average

CSR Utilization

86%

79.74%

Adherence

97%

97.43%

CCT Sat

93%

92.23%

CCT FCR

93%

93.99%

30 days 

60 days

AHT Quality 17

Avista Peggy Blowers

Avista – 125+ years of dependable service •We are an energy company involved in the production, transmission and  distribution of energy  •Avista Utilities is our operating  division, headquartered in  Spokane, WA •30,000 square miles of service  territory, 3 states (WA, ID, OR) •600,000 electric and natural gas  customers  •Nearly 1400 employees •Active Community Partner

Project Compass!

February 1, 2015

Engagement: a bit of levity… 

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OCM Engagement Metrics Surveys/Feedback

Stakeholder  Meetings

Internal  Communications

• Procurement Vendor Demonstrations  (Open to all  employees) • Stakeholder Surveys (All stakeholder managers) • Customer Focus Groups (Communication Strategy) • • • • •

Executive Steering Committee (Monthly) Director Meetings (Monthly) Department/Team Meetings (As needed) Customer Service Managers (Bi‐Weekly) Lunch and Learns (All employees) 

• Internal Newsletter  “eView” (Event Driven) • Intranet site ‐ all employee messaging, cartoons  (Event Driven) • Postcards (Monthly)

Other Employee Engagement:  User Acceptance Testing, Training  22

Engaging Stakeholders

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Stakeholder Assessments Surveys/Assessments Identify/ Contact  Stakeholders

 Training Strategy and Execution  Communication Strategy and Plans (Internal and External)  Organizational Readiness Plans and Metrics

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Engaging Employees

Readiness Metrics

Change Impacts Business  Readiness  Assessments Knowledge /   Proficiency Checks

• Logged change impacts in Share Point • Over 220 CC&B  Employee Change Impacts > Scope of change, who impacted, require training • • • • •

Weekly status reports Executive, Director, Manager meetings/check in’s Employee Meetings Training: Attendance, Hours Completed External Customer Communications

• Built into training (web course knowledge checks,  classroom assessments) • Scheduled sandbox/practice time • Participation as Testers, Trainers

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Change Impact vs. Priority Description

High

# 1 2

Priority 1 3

11

6

5

7

10 12

Priority 2

9

8

Volume

4

13 17

Low 

16

18

Priority 3 Low

15

14

Scale of Impact 

High

• Customer “Touch point” activity • Identified Customer and Employee Impacts • Established foundation for Communication  Strategy

Priorit y

1

New Bill

High 

2

Account Number

High 

3

Master Billing 

High

4

Landlords

High

5

Co‐Tenant

High

6

Third Party Authorizations

Med

7

Project Share 

Med 

8

CLB

Med

9

WEB

Low

1 0

IVR

Low

1 1

Post Dated Payments

Med 

1 2

Credit and Collections

Low

1 3

•Bankruptcy

Low 

1 4

•Prior Obligation

Low

1 5

•Life Support

Low 

1 6

•Collection Agency 

Low 

1 7

•Reinstatement Write‐offs 

Low 

1 8

Maximo

Low

Change Impact Tracking

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Organizational Readiness – Training •

•

•

Metrics: – Attendance:  100% Customer Service 90+% Non Customer Service End Users: – Customer Service end users: 160+ – Non customer Service 220+ Total Training Hours:   – > 21,000 (Customer Service) – > 2000 (Non‐Customer Service – 11 Weeks  to complete

Customer Service Training: • Web based Training: – 3 introductory Courses (1 hr. ea.) • Instructor‐Led Training: – CSR:  3 weeks/105 hours – Specialty Groups: (additional hours) • Billing :10 hours • CS Support: 5‐15 hours • Contact Center Managers:  1 hour • Team Leaders: 8 hours • CARES: 5 hours • Commission: 1 hour • Self‐Directed Training: 17 hours • Review Training:  20 hours • New Process Step by Steps: 450

Go Live Criteria Status Report – Readiness Metric

Notes

Acceptable

2

2

Critical business reports tested  with no blocking defects

100%

100%

98%

2/1/15

No blocking defects

Management Metrics for post go‐ live defined and measurable

100%

100%

100%

12/1/14

Link:  Business Metrics

Yes

Yes

Yes

2/1/15

Performance testing  completed week of  1/19/15

Disaster scenarios documented for  IT and Business

48Hrs

48

12 Hrs

12/1/14

Test completed July 2014

Percentage of all users correctly  mapped to a role/security profile

100%

90%

96%

2/1/15

Security  validation ‐