The role of Change Management in HR Technology projects 25 September 2008
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The role of Change Management in HR Technology projects
25 September 2008
Without change management
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• Projects usually
– Make a step change
– Introduce new
– Improve the organisation
• They are connected
Projects and Change
Technology
But...
Organisation
Culture
Process
People
Behaviour
Knowledge
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15%
Why?
We trained hard, but it seemed that every time wewere beginning to form up into teams we would bereorganised. Presumably the plans for ouremployment were being changed.
I was to learn later in life that, perhaps because weare so good at organising, we tend as a nation tomeet any new situation by reorganising; and awonderful method it can be for creating the illusionof progress while producing confusion, inefficiencyand demoralization.
Charlton Ogburn, Jr 1957
The change curve
Saying Goodbye
Shifting into Neutral
Moving Forward
Adapted from Managing Transitions by William Bridges
Saying Goodbye
Saying Goodbye….
• Processes of working
• Technical systems
• The knowledge and skills used in
the “old world”
• Established routines
• Current behaviours
People need to say goodbye to:
• Confusion why they need to change
• Fear of what is next
• Sadness of letting go
• Relief even at saying goodbye to
inefficient working
• Excitement towards new possibilities
and new skill development
Emotions people experience:
Saying Goodbye
Shifting into Neutral
Moving Forward
Shifting to neutral
Shifting to neutral….
• Resistance to the proposed change being
• Confusion as old habits are gone, but the
new ones are not established
• Stress about succeed in the future
• Innovation towards creating a new future
• Motivation to get involved in the process
• Anticipation of the new way of working
Emotions people experience:
Saying Goodbye
Shifting into Neutral
Moving Forward
Moving Forward
Moving Forward…
• New processes
• New systems
• New skills
• New policies
• New people
• New environments
People have:
• Relief that the change is over
• Achievement at executing the
change
• Excitement about new skills
and succeeding in the new
environment
• Apathy towards the new way
Emotions people experience:
Saying Goodbye
Shifting into Neutral
Moving Forward
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Change management frameworks
Change management frameworks
• Lewin
• Bullock & Battern
• Kotter
• Beckhard & Harris
• Nadler & Tushman
• McKinsey
• William Bridges
• Senge
• Stacy & Shaw
Every consulting firm on the planet
?
The right approach for the
right situation
Change management frameworks
Approach Uses
Lewin Good for analysing change at the start
Bullock & Batten Good for simple isolated changes
Kotter Great approach for large or small changes, does imply a linear approach
Beckhard & Harris Simple change formula (C=[ABC]>X) for analysing change at any point in the process
Nadler & Tushman Good checklist for what should be covered in change
McKinsey Seven S Encourages problem focus & looks at change from interdependent subsystems.
William Bridges Good at tackling inevitable change
Carnall Another good checklist
Senge Different approach, start small and grow. Don’t plan everything up front as you cannot control change.
Stacey & Shaw A new framework promoting the fact that there are no easy solutions. Not very prescriptive.
Adapted from Making Sense of Change Management by Cameron & Green
The change implementation process
Project implementation
Start up
Initiation
Design &
Build
Deploy
Transition to Support
Close Down
Change implementation
Change Initiation
Planning
Implementation
Solidification
Close & Review
Change Initiation
Planning
Implementation
Solidification
Close & Review
How do they go together?
Startup Initiation DeployDesign & Build Transition Close Down
Saying GoodbyeShifting into
NeutralGoing Forward
Change Initiation
• Steps
– Initial business case for change
– Define objectives
– Clarify to end state
– Complete initial stakeholder analysis
– Assess change readiness
– Develop a plan for the planning phase
Planning
• Steps– Finalise business case to change
– Revise stakeholder analysis and initiate engagement
– Define the high level changes in:• Strategy
• Organisational structure
• Processes
• Behaviours
• Skills
Planning
• Steps
– Plan change specific communication
– Conduct change impact assessments
– Document current change capability of the organisation and plans to increase
– Develop your change teams
Implementation
• Steps
– Monitor stakeholder analysis engagement
– Implement change specific communication, including promotion of successes
– Implement plans to increase change capability
– Conduct training needs analysis & implement training
Implementation
• Steps
– Conduct organisation design
– Implement work practice changes
– Monitor overall progress
– Deal with issues & modify the plan as required
– Develop your plans for solidification
Solidification
• Steps
– Work with key stakeholders to ensure business strategy incorporates outcomes of the change program
– Ensure new processes are incorporated into “business as usual”
– Ensure position descriptions are updated to include new behaviours and skills
Solidification
• Steps
– Ensure performance management processes are updated to reflect the behaviours and cultures of the organisation
– Ensure compensation & benefits are updated to reflect the behaviours and cultures of the organisation
Close & Review
• Steps– Confirm that the plan has been fully implemented
– Release change specific resources
– Hand over outstanding activities
– Document benefits achieved to date and plans for measurement of future benefits
– Report on• What went well?
• Where are the improvement opportunities?
• Were there any implementation gaps?
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Success factors
Success factors
• Be able to describe the change in 1 minute or less• Ensure all the details are planned with accountabilities• Understand the impacts• Plan the “Saying Goodbye” period• Communicate through the “Neutral Zone” with the 4
P's of transition (Purpose, Picture, Plan, Part)• Create temporary solutions to the transition problems
and uncertainty in the “Neutral Zone” • Launch people in to the “Moving Forward” through
communicating and practicing the new attitudes and behaviours needed to make the change work
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