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

Input: Output: A change to how the business operates (project or initiatives) that requires employees to do their jobs differently Employees adopt the change Employees utilize the solution Employees are proficient = Business results are achieved 6

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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 9

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 12

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 14

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 ______ ______ ______ 16

In the absence of:

Awareness and Desire Knowledge and Ability Reinforcement • • • • • • • • • • • • •

You will see:

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.

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If the gap is:

Awareness Desire Knowledge Ability Reinforcement™

Corrective actions:

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 Look for pockets of resistance and identify the root cause, put plans in place to manage Training on how to change and the skills needed after the change On-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps 18

Successful Change Management

Post-implementation

Success

Implementation Concept and Design Business need Awareness Desire Knowledge Ability Reinforcement Required elements of change for employees 19

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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