20th Annual IL Statewide APA
Conference
Thursday, August 22, 2013
3:20pm Session
Times…They Are
A-Changin’
How Payroll Can Enable Successful
Change Management
Fiona Nolan
Senior Workforce Management Consultant
Email: fiona.nolan@kronos.com
Agenda | Times They Are
Agenda | Times…They Are
A-Changin’
A-Changin’
•What is Change Management?
•Why Is it So Important?
•Goals and Pitfalls
•Steps of Change Management
•Q&A
What is Change
Management?
Change Management (noun):
1.
2.
Ability to quickly count and sort loose change in one’s pockets
Change management is a process that prepares your organization
to anticipate, understand, and accept change to reach a desired
outcome
Why Change
Management?
Changes often bring employees
more questions and concerns than answers
• How will this impact my
paycheck?
• Is my job in danger of
being cut?
• Do we really need to
change the way we’ve
always done things?
• How do I get employees
to follow new
procedures?
• What do employees want
to know? Need to know?
• How can I do all this with
minimal disruption to
work?
Journey Through Change
Change Management
Goals
Improve workforce
management
Maximize investment
Improve employee
satisfaction
Maximize acceptance
Minimize fear and
frustration
Change Management
Pitfalls
Assume “case for action”
is broadly understood
Fail to communicate a clear
picture
Do not build buy-in
Do not obtain commitment
Focus on business over
people
Agenda | Times They Are
Agenda | Times They Are
A-Changin’
A-Changin’
•Steps of Change Management
•DCOM
•
•
•
•
Direction
Competence
Opportunity
Motivation
Basic Change
Management Process
Provide
consistent
framework
for all
involved
Keep
projects
and
schedules
on track
Address
uncertainty
and
surprise
Improve
acceptance
Change management helps you
reach the outcomes and behaviors you want
Change Adoption
Curve
Elements of DCOM
DIRECTION
COMPETENCY
OPPORTUNITY
MOTIVATION
Are the employees/
performers clear on
where we are trying to
go?
Do the employees have
the skills and knowledge
needed to perform the
tasks?
Do employees have the
resources, authority and
information needed to
accomplish the tasks?
Do the performers
“want to” do the tasks
or do they “have to” do
them?
 Is the direction
clear, consistent,
coherent and
credible?
 Is the direction
consciously
established through
mission, vision,
values, metrics,
strategies and
plans?
 Do employees have
the technical,
functional and
interpersonal skills
required to perform
their jobs?
 Are employees fluent
in these skills?
 Are employees
“economic literate”
regarding the
business forces that
drive the business?
 Do employees have
a “continuous
learning” mindset?
 Do employees have the
necessary time, talent,
materials, information
and technology to
perform?
 Does the organization
structure support
relationships and
access to other
functions?
 Do employees have the
freedom to act, the
appropriate level of
responsibility and the
accountability for
people’s actions and
results?
 Have the barriers to
effective performance
and innovation been
identified and removed?
 Are there clearly
defined behaviors
that indicate how
people are to
perform?
 Is real-time, nonjudgmental
feedback provided
to people on how
well they are
doing?
 Are the right
consequences in
place to sustain the
right behavior and
achieve high levels
of performance?
Agenda | Times They Are
Agenda | DCOM
A-Changin’
Direction
Direction
• Planned over-communication
• Build trust
• Develop two-way communication
Leverage direct
and indirect
channels of
communication
Direction
Background
Organizational
Benefits
Individual
Benefits
• Rationale for
change
• Improve
operations
• Less hassle
• Vision for end
state
• Empower
employees
• Fewer errors
• Scope of
change
• Increase
productivity
• Goals
• Increase
business
• User-friendly
• More
consistent
• Improved
confidence
Project Leaders
• What will be changing?
• Who will be impacted by this
change?
• Why is this change being
undertaken?
• When will this change occur?
• What are the desired
results/outcomes from this
initiative?
Agenda | Times They Are
Agenda | DCOM
A-Changin’
Competence
Competence
• Build the skills and knowledge to adapt
to the change and adopt any new
processes, procedures, etc
As change deadline approaches,
communications must reflect what employees
should expect
As the deadline passes, reinforce what they
should be doing
Competence
Pre and post change communications and
activities are critical to maximizing
acceptance, adoption and proper use
Prechange
Change
Postchange
• Demonstrations
• Support
• Training
• Job aids
• Features and
functions
• FAQs
• Ongoing
training
Project Leaders
• What new skills will people will
need to have?
• How can we maximize the
similarity between training and
the job situation?
• How can we provide hands-on
experience with the tasks,
concepts, and skills needed to
fully leverage the new system?
• How can we ensure learners
thoroughly understand the
principles being taught?
Agenda | Times They Are
Agenda | DCOM
A-Changin’
Opportunity
Opportunity
Time
Talent
Technology
Do our employees have enough
of these to reach our goals?
Opportunity
• Infrastructure
• Barriers
Project Leaders
• Will our technical
infrastructure support
the new system at
acceptable levels of
performance?
• Have we made the new
system easy for users to
access?
Agenda | Times They Are
Agenda | DCOM
A-Changin’
Motivation
Motivation for Employees
• Maintain control over their lives
• Recognized for their knowledge, skills
and contributions
• Be part of something that makes a
positive difference
• Opportunity to grow and develop
• Predictability/certainty about our future
Journey Through Change
Motivation
Create a tangible
need
Stabilize and
sustain change
Introduce the
change
Revise and finalize
change
Project Leaders
•
Did we sell the problem…NOT the
solution?
•
Did we show how the change will make
things easier?
•
Did we help people understand & accept
their role in using the new system?
•
Did we demonstrate the new system so
people can see how it works?
•
Did we show how training will be relevant
for job performance and can be quickly
applied on the job?
•
Will we provide ongoing support for
people impacted by the change?
Agenda | Times They Are
Agenda | Times They Are
A-Changin’
A-Changin’
•Steps of Change Management
•DCOM
•Summary
Summary
Change Management
Change Management (noun):
1.
2.
Ability to quickly count and sort loose change in one’s pockets
Change management is a process that prepares your organization
to anticipate, understand, and accept change to reach a desired
outcome
D
C
O M
Agenda | Times They Are
Agenda | Times…They Are
A-Changin’
A-Changin’
•Q&A
About Kronos
Kronos helps organizations across a variety of industries manage their most valuable, and
expensive, strategic asset — their workforce. How? By giving them the tools they need to
help them control labor costs. Minimize compliance risk. And improve workforce
productivity. The easy-to-own workforce management solutions from Kronos make
complete automation and high-quality information a reality.
Our time and attendance, scheduling, absence management, HR and payroll, hiring, and
labor analytics solutions give Kronos customers the edge they need to compete in the
global marketplace. With thousands of installations in organizations of all sizes — including
over half the Fortune 1000® — we’re proving workforce management doesn’t have to be so
hard.
For more information contact your Kronos representative,
call (800) 225-1561 or visit www.kronos.com.
Thank You for Attending!
20th Annual IL Statewide APA Conference – August 22-23, 2013