ADKAR Change Management


Mark Hui

 Business under...
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The Value of ADKAR Change Management


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The Value of ADKAR Change Management

Published in: Business

The Value of ADKAR Change Management

  1. 1. T H E V A L U E O F ADKAR Change Management BENEFITS POTENTIAL CONSEQUENCES IF NOT ADOPTED Mark Hui  Business understands what is and isn’t working  Able to communicate problems and find options early  Focus attention on the most important reasons to change  Reduced risk of project failure  Better engagement of employees  Risk involved indentified  Build momentum and address fears  Enhanced job security and career advancement  Employees learned new technical skills, think as a team, share information, and set reasonable targets  A coherent strategy on change is consistent across business  Removal of barriers  Business to employ suitable governance framework  Adjust processes as needed  Employees able to apply new skills - using new processes/tools  Reduced time and cost to affect the change, and longer lasting results  Encompasses the mechanisms and approaches so that the new way stays in place  Low adoption  Many debates over the reason for change  Spread rumours / misinformation  Denial of change  Low staff morale  Employees not support / participate in change  High team turnover within a Project  Limited skills  Silo-based operations  Individualistic thinking  Clueless during transition and non-effective in future state  Low utilisation and uptake  Expected performance results not achieved  Non-compliance with the new way (inefficiencies, breach of contractual agreement, legislation)  Change doesn’t stick A D K A R AWARENESS DESIRE KNOWLEDGE ABILITY REINFORCEMENT of the need for change to participate & support the change on how to change to implement required skills & behaviours to sustain the change QUANTITATIVE MEASURES  Survey - Total (#) of employees understand the nature of the change and why this change is needed  Total (#) of testimonials  Participation rates (%) for on board with a change  Gap (%) between current knowledge levels and desired knowledge levels  Total (#) of expected performance results are achieved (demonstrated achievements)  Total (#) of employees who are rewarded as a percentage of the workforce  Share price  Operating income QUALITATIVE MEASURES  Tenor of comments  Satisfaction with answers given  Credibility of source of information  Direction of level of interest over time (up or down)  Employees’ fear of the unknowns being addressed  Discussion topics related to learning  Reduction in resistance  Access to the necessary information  Capacity to learn  Demonstrated improvement in levels of capability & competence  Demonstrated proficiency in target behaviours  Adoption rates  Stakeholders feel positive about change DESIRED OUTCOME  Stakeholders feel supported  Stakeholders are engaged  Stakeholders want to learn  Stakeholders are involved  Stakeholders are recognised for desired behaviours
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