Presentation to HRPA Algoma
January 29, 2015
My favourite saying…
Fail to plan, Plan to Fail.
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Objectives:
 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.
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
Change Management Process
Output:
Input:
A change to how the
business operates (project
or initiatives) that requires
employees to do their jobs
differently
Phase
1:
Phase 1:
Preparing
change
for change
Preparing for
Phase
2:
Phase 2:
Managing
change
Managing change
Employees adopt the change
Employees utilize the solution
Employees are proficient
=
Business results are achieved
Phase
3:
Phase 3:
Reinforcing
change
Reinforcing change
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The Business Side of Change
 Ensure 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 Change
 Executive Sponsor
 Change Leader
 Steering Committee
 Project, Communication & Implementation Teams
 Roles & Responsibilities
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Phase 1: Structure for Change
 How 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 Resistance
 Use 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 Resistance
 Personal Resistance
 Cultural 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 Strategy
 Roles & Responsibilities
 Stakeholder Assessment
 Message Planning
 Effective Messages
 Communications Media
 Sender
 Communications Vehicles
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Phase 3: The Feedback Loop
 Determine 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
•
•
•
•
•
•
More resistance from employees.
Employees asking the same questions over and over.
Lower productivity.
Higher turnover.
Hoarding of resources and information.
Delays in implementation.
•
•
•
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.
•
•
•
Employees revert back to old ways of doing work.
Ultimate utilization is less than anticipated.
The organization creates a history of poorly managed change.
Desire
Knowledge and
Ability
Reinforcement
•
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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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Phases of a project
Successful Change Management
Post-implementation
Success
Implementation
Concept and Design
Business need
Awareness
Desire
Knowledge
Ability
Reinforcement
Required elements of change for employees
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Benefits of Change Management
 Projects 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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