presentation to hrpa algoma january 29, 2015. my favourite saying… fail to plan, plan to fail. 2

Change Management

Presentation to HRPA AlgomaJanuary 29, 2015

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My favourite saying…

Fail to plan, Plan to Fail.

Why does change management matter?Practical tools to employ to ensure basic change

management strategies are in place.Focusing on the “People Side” of Change

Management.Benefits of having a Change Management Plan.

Objectives:

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What is Change Management?Prosci’s definition of change management: Change

management is the application of a structured process and set of tools for leading the “people side” of change to achieve a desired outcome.

When change management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results.

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No Change Management Strategy = How does poor or no change management strategy

“show up”?

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Prosci Change Management

Phase 1:Preparing for change

Phase 1:Preparing for change

Phase 2:Managing change

Phase 2:Managing change

Phase 3:Reinforcing change

Phase 3:Reinforcing change

Change Management Process

Input: Output:

Employees adopt the changeEmployees utilize the solutionEmployees are proficient

=Business results are achieved

A change to how the business operates (project or initiatives) that requires employees to do their jobs differently

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The Business Side of ChangeEnsure the business case and driver behind the change

are clearly understood.Ensure there is clarity around the actual change and the

impacts of that change.Ensure there is clarity around how the change will be

implemented. In order to create an effective change management

plan/strategy there must be clarity around the why, what and how of the change.

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Phase 1: Structure for ChangeExecutive SponsorChange LeaderSteering CommitteeProject, Communication & Implementation TeamsRoles & Responsibilities

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Phase 1: Structure for ChangeHow will we monitor progress?How will we work together?What are the ground rules?How often will we meet?What guidelines should we adopt?

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The People Side of Change

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Phase 2: Change ResistanceUse ADKAR as a tool to ensure you have a robust plan

and have addressed each element. Explore and understand the different types of resistance

to ensure you have a robust change management plan/strategy:Intellectual ResistancePersonal ResistanceCultural Resistance

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Phase 2: What’s Your Plan?It is important to document and write it down.Who is going to do what and by when.Make it visual, communicate often, celebrate milestones

and successes, reward early adopters.

If you think about it, it is a dream or an idea.If you talk about it, it becomes exciting.If you write it down, it can become real.

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Phase 2: Communication StrategyRoles & ResponsibilitiesStakeholder AssessmentMessage PlanningEffective MessagesCommunications MediaSenderCommunications Vehicles

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Phase 3: The Feedback LoopDetermine your mechanism for feedback – be creative!Schedule debrief sessions with key stakeholders.Determine gaps and create plans to address. Use previous planning to manage resistance – tweak

plans as necessary to be successful.Celebrate successes!Communication is key.

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Phase 3: Having Issues?Element Rank (1 – 5)

Awareness ______

Desire ______

Knowledge ______

Ability ______

Reinforcement ______

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In the absence of:

You will see:

Awareness and

Desire

• More resistance from employees.• Employees asking the same questions over and over.• Lower productivity.• Higher turnover.• Hoarding of resources and information.• Delays in implementation.

Knowledge and

Ability

• Lower utilization or incorrect usage of new processes, systems and tools.

• Employees worry if they are prepared to be successful in future state.

• Greater impact on customers and partners.• Sustained reduction in productivity.

Reinforcement • Employees revert back to old ways of doing work.• Ultimate utilization is less than anticipated.• The organization creates a history of poorly managed

change.

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If the gap is: Corrective actions:

Awareness Communications by senior leaders about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts them directly

Desire Look for pockets of resistance and identify the root cause, put plans in place to manage

Knowledge Training on how to change and the skills needed after the change

Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities

Reinforcement™ Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps

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Successful Change ManagementP

hase

s of

a p

roje

ct

Awareness Desire AbilityKnowledge Reinforcement

Post-implementation

Implementation

Concept and Design

Business need

Success

Required elements of change for employees

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Benefits of Change ManagementProjects and initiatives that are delivered on time, on

budget and with the intended results.Improved employee and stakeholder engagement.Trust and credibility for the next change. Reduce resistance to change. Ability to innovate and move forward.Make it fun!

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