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KEMENTERIAN PERHUBUNGAN
BPSDM PERHUBUNGAN
CHANGE MANAGEMENT
1
Oleh :
UMIYATUN HAYATI TRIASTUTI, Ir., M.Sc.
KEPALA BADAN PENGEMBANGAN SDM PERHUBUNGAN
KEMENTERIAN PERHUBUNGAN
BPSDM 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
KEMENTERIAN PERHUBUNGAN
BPSDM PERHUBUNGAN
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CHANGE MANAGEMENT
• How to Change Management ?
• How to manage Change Management ?
• How is Change Management preparedness?
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BPSDM PERHUBUNGAN
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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 ?
KEMENTERIAN PERHUBUNGAN
BPSDM PERHUBUNGAN
KEMENTERIAN PERHUBUNGAN
BPSDM PERHUBUNGAN
KEMENTERIAN PERHUBUNGAN
BPSDM PERHUBUNGAN
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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