Letter: Change Managers and workplace performance
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| Published on Saturday, May 23, 2009 |
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Dear Sir:
In many Caribbean countries, the post of change manager has been introduced into the public service. The idea has been that these change managers would bring new and workable ideas into the public service so that performance is enhanced. Also, change managers are required to undertake a needs analysis of the system in which they work, looking at its structure, credentials of employees, determine training needs and opportunities, and formulating new policies to deal with the deficits of the system.
However, no serious studies have been done on the effectiveness of change managers, but one is left with the feeling that their presence has not brought the kind of change the public service requires. In fact many of them seem to have allowed themselves to become absorbed into the system, and therefore become part of bthe problem they were hired to solve.
In the Turks & Caicos, a change manager has been introduced into our public service, but apart from a report that was submitted, many people are saying that nothing has really changed. The point is, though, that every manager at any level in our public service should be a change manager, since this is a very important function aimed at transforming the way things are done so that performance attains the desirable standard, public servants are given the required skills to operte professionally, the structure of the system facilitates effective communication, and the needs of employees are met.
The question is, then, in the context of the Turks & Caicos and the Caribbean, what function should a change manager perform in order that the system achieves its goals, and meets the needs of its employees? The change manager is critical to the growth and development of the public service. This office should therefore firstly have the necessary credentials and skills to execute its functions, as well as proven experience in developing organisations. A change manager should therefore have qualifications and certification in development management, needs analysis, be a good communicator, have a helicopter view of the organisation, possess interpersonal and conflict management skills, be knowledgable about the transformation process in other countries, and be able to draw on those experiences.
The change manager should also look critically at the current practices in the public service in which they operate, and suggest and seek to implement new methods and ways of doing things,and to corerect any injustices or unfairness in the system. For example, this person should look at the work of individuals to determine promotional opportunities. This keeps people motivated. When there are instances of persons who have been employed for a number of years, without being appointed to their posts, this shoud be fixed, and in addition, these persons should immediately be given their proper salary and back benefits without delay. This makes individuals feel respected and wanted, and prevents disgruntlement which may cause good people to leave the public service.
Furthermore, the change manager should train senior managers to be more responsive to the requests of their fellow employees, and not behave arrogantly when approached about issues they are concerned about. Many employees have complained that when they ask to meet with some senior personnel, they are brushed off, and told they have several meetings and cannot see them, when this is one of their key functions. It is said by some that some public sector managers behave like Chief Pharisees, rather than as helpful professionals. Another factor is that the change manager should see to it that any persons in high level positions have the relevant qualifications and skills for that position. For example top managers should have credentials in management studies, rather than watered dow qualifications in areas not related to the job. Customer service should also be an important area that the change manager should develop to give the organisation a positive and receptive image.
We in the TCI and the Caribbean need to see our jobs as helping our countries through our skills, rather than acquiring skills which we feel will keep us on top of others, or which enable us to take the front seat at public events. Everyone is a partner in developing their organisation, and in this process all of us count equally, and our contribution is important regardless of the post we occupy. The change manager can therefore play a significant role in psychologically changing perspectives, and developing new and more healthy approaches and practices in the organisations which employ them.
Oliver Mills | | | | Reads : 1567 | | | |
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