10/6/20141 The PeopleSide of Change Agenda Why is the People Side of Change Important Components of a Successful Change Program How We Get There.

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The PeopleSide of

Change

AgendaWhy is the People Side of Change

ImportantComponents of a Successful Change

ProgramHow We Get There

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Why Should We Care?

• Organizations need to become flexible and nimble to deal with a fast paced world – New products, markets– New methods for cost cutting, efficiency– Risk, regulatory requirements

• Service Management– Minimize the need for expensive support – Responsible or accountable for ensuring users

are ready for new applications or services

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Guiding Principles

If the target for the change – Doesn’t know about the change– Doesn’t know what is expected of them– Doesn’t have the skills

Then implementation will not occur.

Install to make available, to set up for use

Implement to make use of, to put into effect

1. Installation

Implementation

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Guiding Principles

2. Minimize the disruption

Change causes disruption– Every time we communicate, over

communicate, miscommunicate or don’t communicate

– When we deliver the good training, bad training, not enough training, too little training, too soon or too late

– Fear, frustration, and other negative emotions

– Breaking habits and learning new ones

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Guiding Principles

3. Focus on the end user

• Take a holistic view of all the audience needs

• Remove the roadblocks to change

Result is a faster, smoother change transition

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Building A Successful Change Program

• Sponsorship• Communications • Training• Support • Tracking &

Measurement

• Requirements Analysis

• Audience Analysis • Risk Assessment &

Risk Response Planning

• Change Education• Testing• Project Management

The Program How We Get There

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Sponsorship – legitimizes the change

• An individual or group who has the power to:– make decisions– provide the resources– apply consequences

• An effective sponsor – Is active and visible throughout the change

initiative

• Cascading sponsorship • How to help your sponsor• When to pull the plug

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Communications – the GLUE that holds implementation together

• Communication is more than sending a message

• Roadblocks to effective communication– Sender focussed – Fuzzy, incomplete key message not clear– Marketing slant ‘selling’ the benefits,

ignoring the challenges– Poor packaging– Wrong medium - – Wrong sender– Wrong timing

• Consider bringing in the professionals

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Communications – the GLUE

• Behind the scenes– Governance– Version control– Scheduling & tracking– Address lists– Feedback loops

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Training – providing the skills and confidence

• GOAL: Provide the end user with the skills they need, when they need them in the most cost effective manner possible

• Thorough Analysis– Audience

• size, groups, environment, location, skills

– Amount of learning required– Complexity of concepts– Risk if learning isn’t done

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Training – providing the skills and confidence

• Richness of the learning program– Number of training approaches– Quantity of learning material– Amount and type of testing for learners– Level of support required during learning period– Tracking learning completion– Amount and level of review and testing of the

learning materials

• Other concerns– Timing of the learning delivery– Logistics, technology, packaging– Need for evergreening – Evaluation– Including ALL the costs

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Support - the safety net & face of the project

TYPE OF SUPPORT

Pre Rollout

DuringRollout

PostRollout

Information: Y Y Y

Learning: Y

Product Usage: Y

Coaching: Y Y Y

Determine ALL support requirements

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Support

• Use existing support channels where possible

• Train support providers first; train them well

• Do a walk through of the support structure – Gaps – Duplication– Who does what

• Maintain communication with all support providers

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Measurement – our compass

• During Rollout– Measuring your communication

effectiveness– Tracking learner progress– Analysing support requests

• Effective evaluation– Set clear goals FIRST– Determine how data will be collected,

processed and used – Find the most efficient way to measure– Assess the total cost of measuring

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Successful User Readiness Program

• Sponsorship• Communications • Training• Support • Tracking &

Measurement

• Requirements Analysis

• Audience Analysis • Risk Assessment &

Risk Response Planning

• Change Adoption Education

• Testing• Project Management

The Program How We Get There

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Change Analysis

• Change scope• business rationale for change • kind of change – technology, process,

organizational, cultural• single change or multiple • complexity of change• desired implementation dates • risk to organization if change does not

take or is slow to take

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Audience Analysis

• How many people• How many lines of business• How many job groups• How many languages• Geographical distribution• Targets, agents, sponsors and advocates• How is each audience affected by the

change• Large complex audiences are best

analysed and tracked with a database for both communications and training

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Risk Assessment & Risk Planning

• Works with the overall project risk assessment

• Focus is on people risk: – Where do we expect resistance, why and to

what degree?– Where do we have potential sponsorship

gaps and why?– is the business rationale lacking or difficult

to understand?– Has the corporation had recent project

failures?– Are timelines tight?– What is the overall business risk if this

initiative fails?

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Change Education

• Overall project team needs to understand both the need for change adoption focus and the particular methodology in use

• Often sponsors are willing to be good sponsors but do not know how

• Change agents need to understand what their role is and isn’t

• Sometimes it is useful to provide information to executive stakeholders, individual business units, other external business partners

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Testing

• Many levels and types of testing based on the scope of the change– usability testing of the ‘product’ may

be required as input to the training requirements

– training program may require separate testing

– overall pilot implementation with a small subset of the overall audience

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Project Management

• Disciplined approach needed to manage all components

• Common ‘language’ with the rest of the project team

• Identify and reduce overlap with broader project tasks, especially analysis

• Maintenance and turnover

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STAKEHOLDERANALYSIS

COMMUNICA-TIONS

TRAININGSUPPORTSTRUCTURE

FRAMEWORK DEPLOYMENT

RequirementsAnalysis

AudienceEvaluation

HumanRisk

Assessment

Awareness& Direction

Status &Reporting

File Mgt.

StrategyStrategy

Design

Development

Testing

LearningDeliveryPlanning

TelephoneSupport

EmailSupport

OnsiteSupport

CoachingSupport

Tracking &Issues Logs

Planning

StyleGuide &Lexicon

Translation

Distribution

Maintenance&

Turnover

ProjectMgt.

Strategy

Schedule

Tracking

Comms.DeliveryPlanning

Issues Logs

Testing

Change Mgt.Education

Project Planning

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Keys to Successful Change *

• Active and visible sponsorship• Structured approach to managing change• Frequent & open communications around

the need for change• Dedicated resources for change

management• Employee participation

* From the 2007 Best Practices in Change Management Benchmarking Study – ProSci