Change Management - How to manage change in your organization successfully. A Manual for HR and non-HR Professionals

CHANGE MANAGEMENT HOW-TO-GUIDE

<How to manage Change in your Organization successfully>

Image Copyright Andrew Buckin, 2013 Used under license from Shutterstock.com

How-to-Guide CHANGE

MANAGEMENT

©HRM Toolshop, 2013, all rights reserved www.hrmtoolshop.com

How-to-Guide CHANGE MANAGEMENT

It all started years ago, when we ourselves, as HR Professionals, came to realize the hard way, that it is highly time-consuming to find ready-to-use, straightforward HR information on the internet. The option to work with expensive consultancy firms being a budgetary challenge in the economic down-turn, we looked for other EFFICIENT ways for designing and customizing our HR instruments ourselves at a high standard.

That is how our idea grew to develop pragmatic and generic how-to HR guides around HOT HR processes, such as Strategic Planning, Change Management, Performance & Talent Management! We also wanted to offer great HR tools & templates that people could download quickly and then customize to their own needs.

Just like a very professional Do-It-Yourself store for all kinds of HR issues!

To ensure the widely applicable usage of our products, we started connecting with senior HR think alikes across the globe, to help create and/or validate our Toolkits. As you read this, we are producing more practical tools & templates for you with this team. Don’t hesitate to send us a query through our web shop if you think of something particular you can’t find anywhere!

Anne & Tania, Brussels, 2013

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Together, we combine 40 years of HR experience across industries

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• This Guide is part of the CHANGE MANAGEMENT TOOLKIT. This toolkit helps you to build your own Change Management Strategy & Plans.

• In the ORGANIZATION & CHANGE category, you can also find these related HR Toolkits to further develop your organization:

– Organization Design Toolkit (under construction)

– HR Project Management Toolkit

• Go to www.hrmtoolshop.com for more HR Toolkits & Guides.



• Is your organization facing some key changes in their Go-To-Market Offering or in the way the Business operates? Is your Executive Management Team driving a major Efficiency Program across all functions? Are you part of a (Global) Task Force for implementing a new Enterprise-wide IT System? Is your company planning a new Acquisition soon?

• Having a step-by-step approach for managing any Change Project within your organization will enhance your success and credibility as an experienced Change Agent.

• It will provide you with the tools and checkpoints to ensure that any change results in higher business performance and highly engaged staff.

ABOUT THIS GUIDE


• Our How-to-Guides, such as the one you are currently reading, are limited in application: each customer can consult our How-to-Guides, but they cannot be shared, edited, customized, etc... in any format or context. These Guides only serve as comprehensive manuals for you in applying all the HRM Toolshop Tools & Templates, and should be used for that purpose only.

• Each of our How-to-Guides is therefore only offered in a non-customizable or non-editable format.

• On the other hand, you are allowed to use the Tools & Templates for which you bought a license, and customize these to your needs, subject to the limitations under the License.

• For more information: see our General Conditions on www.hrmtoolshop.com

USING THIS GUIDE




• The Theory : Introducing the Concept & Model: What is Change Management?

• The Practice : A roadmap for managing Change: How to build your Change Management Strategy & Plans?

• The Experience : Sharing experiences: How to be successful?

INSIDE THIS GUIDE

WHAT IS CHANGE MANAGEMENT?

The Theory : introducing concepts & models





• Organizational change is defined as change that has an impact on the way work is performed and has significant effects on staff.

• This could include changes in: – the structure of an organization;

– organizational operations;

– the size of the required resources;

– the way roles are performed;

– the scope of a role

• Organizational change can have an impact irrespective of the size or scale of the envisioned result of the change.

• In most cases, "organizational change" is used when we refer to a significant change in the organization, such as reorganization or adding a major new product or service. This is in contrast to smaller changes, such as adopting a new computer procedure or a specific procurement policy.

WHAT IS CHANGE?



• Change Management (CM):

– Change Management is a critical factor of any Organizational Transformation Project.

– It focuses on those events and processes that have an instrumental impact on the successful implementation of the change, its cost and the realization of the proposed benefits.

– It mainly targets :

• creating awareness about the envisioned change,

• building commitment with all stakeholders,

• developing the required (leadership) behaviours for making the change sustainable

• planning the organizational structural changes and related staffing

SOME DEFINITIONS

CHANGE IMPACT ON PEOPLE

Introducing a change will always have an impact on People, directly or indirectly.

This graph shows the typical phases before people commit to the change. The speed with which they go through these phases can vary depending on their RESISTANCE to change.



Time

Em

otio

nal

reaction

Passive

Active

Immobilisation Denial

Anger

Negotiation

Depression

Testing

Acceptance

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HOW TO BUILD YOUR CHANGE MANAGEMENT STRATEGY & PLANS?

The Practice : A roadmap for managing Change





ROADMAP OVERVIEW STEPS FOR BUILDING YOUR CHANGE MANAGEMENT STRATEGY & PLANS

IV. Sustaining the Change

B. Measure the Progress of the Change vs the

Desired Outcomes

C. Plan corrective

actions if and when required

to ensure Sustainable

Change

A. Develop the Culture to embed the

Change in the Way of Working

III. Implementing the Change

A. Implement the Change Management Plans

B. Adapt the HR & Performance Processes

II. Planning the Change

C Set-Up of a Change

Management Structure

A. Develop a clear Change Management

Strategy (How –When)

B Build Plans for Managing

Change

I. Preparing for Change

A. Define the Case for Change

and Context (What – Why)

C. Get Senior Management Support for realizing the

Change B. Assess the

Impact & Readiness for

Change



• Objective =

– To understand and coherently formulate the reason and intent of the envisioned change, as well as the context that led to the change decision.

– To assess the change impact on all stakeholders and readiness for change in the organization.

– To obtain buy-in and commitment from strategic Key Leaders who can help drive the change.

• Critical HR Competencies to have:

– Business Understanding

– Conceptual Thinking

– Influencing

– Facilitating & Consulting

STEP I – PREPARING FOR CHANGE

I. Preparing for Change

A. Define the Case for Change and

Context (What – Why)

C. Get Senior Management Support for realizing the

Change B. Assess the Impact &

Readiness for Change

• Understanding what the envisioned change is all about is key to the entire change management process. Whoever is responsible for Change Management should start with stating the Case for Change: WHY has this change project been initiated and WHAT is it trying to achieve within the organization: document the findings of understanding the Case for Change in a standard and concise way into a Change Brief. This Change Brief will help you to explain the Case for Changes to others.

• What is a Change Brief?

– A description of the future organization AFTER the change has been implemented;

– Can be a strategic high-level direction setting or a highly detailed operational vision ;

– It should engage, excite and vitalize those who must change

• Why a Change Brief?

– To bring clarity to all about key aspects of the change

– As consistent input for your communication messaging



A. DEFINE THE CASE FOR CHANGE & CONTEXT









CHANGE MANAGEMENT – TOOLS OVERVIEW AVAILABLE TOOLS PER STEP IN THE PROCESS

IV. SUSTAINING THE CHANGE

III. IMPLEMENTING THE CHANGE

II. PLANNING THE CHANGE

I. PREPARING FOR CHANGE

Change Scoping Tool

Change Brief Template

Change Stakeholder Analysis Tool

Change Impact Analysis Worksheet

Change Readiness & Status Assessment Survey

Change Leadership Buy-In Workshop

Change Management Strategy Template

Change Management Structure & Roles Template

Change Management Planning Tool

Change Management Planning Workshop

Change Readiness & Status Assessment Survey

HR Change Alignment Review Tool

See HR Project Management Tools

Change Progress & Issue Report

See Change Management Planning Tool

CRITICAL SUCCESS FACTORS & POTENTIAL PITFALLS

The Experience : Sharing Lessons Learned











• Underestimation of resistance –Once real changes are being made resistance will increase. Without continued support from senior managers to push the changes through, the results will not be as planned

• Change Agents have conflicting priorities – as the work pressure increases it is likely that those people nominated as Change Agents will have competing demands placed on their time. Unless the situation is managed carefully their time input may decrease below the level is required to add value to the Change Management elements of the project

POTENTIAL PITFALLS - 3


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WHO WE ARE How-to-Guide CHANGE MANAGEMENT


My fascination for Talent Management grew as I moved up the hierarchic ladder: as an eager young search professional in the Retail Sector I came to realize the importance of efficient hiring & onboarding processes and skills. As I moved on in various leadership roles, one of them in the Federal Government, I often was challenged with matching people their competencies in critical roles effectively. Over these years, I gained a lot of experience in Talent Development and Competency Management.

At that time, Compliance became an important concern in many organizations, and I decided to obtain a Master’s Degree in Labor Law. Once graduated, I started applying these new HR Legal competencies in my assignments as HR Consultant, mainly in the Energy sector, where I mainly focused on HR Transformations and HR Policy design work. To really specialize in the HR Legal side of business, for projects around restructuring, employee relations, wellbeing, etc. ..., I joined a well-known international legal firm as a senior legal consultant for a couple of years. Today I am fully dedicated in managing my own HR consultancy firm, offering specialized services in Talent Management besides running the HRM Toolshop.

I started my career in the Oil & Gas Industry within the Learning & Development area, and then moved into a senior HR consultancy role at a BIG 5 Consultancy Firm where I became trained in Organization Design, Change Management and HR Transformation through theory and practice.

Interesting times, lots of international traveling, but I felt that I needed to get exposed to the down-to-earth, operational side of HR!

I took up several international HR Director roles in Europe and the Middle East, in various industries: working within different cultures, and how to apply HR practices across locations became my key lessons learnt those years.

Summarizing all the things I saw and experienced during my career up until now would be as follows: “Running a Successful Business is Being very Smart about how you manage your People and Starts with Genuine Respect”. Any successful HR action will derive from this principle.

Tania acquired 20 years of experience through managing international HR Legal Projects and Talent & Development Programs across industries.

Anne gained 20 years of experience in guiding businesses through change, leadership development and strategic HR planning programs internationally.

Change Management - How to manage change in your organization successfully. A Manual for HR and non-HR Professionals

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