Change Management and HR Technology Projects

The role of Change Management in HR Technology projects 25 September 2008

Without change management

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Projects and Change • Projects usually – Make a step change – Introduce new – Improve the organisation • They are connected

Technology

But...

Organisation

Culture

Process

People

Behaviour

Knowledge

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We trained hard, but it seemed that every time we were beginning to form up into teams we would be reorganised. Presumably the plans for our employment were being changed. I was to learn later in life that, perhaps because we are so good at organising, we tend as a nation to meet any new situation by reorganising; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization. Charlton Ogburn, Jr 1957

The change curve Saying Goodbye Moving Forward Shifting into Neutral Adapted from Managing Transitions by W illiam Bridges

Saying Goodbye

Saying Goodbye…. Saying Goodbye Moving Forward Shifting into Neutral People need to say goodbye to: Emotions people experience: • Processes of working • Confusion why they need to change • Technical systems • Fear of what is next • The knowledge and skills used in • Sadness of letting go the “old world” • Relief even at saying goodbye to • Established routines inefficient working • Current behaviours • Excitement towards new possibilities and new skill development

Shifting to neutral

Shifting to neutral…. Saying Goodbye Moving Forward Shifting into Neutral Emotions people experience: • 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

Moving Forward

Moving Forward… Saying Goodbye Moving Forward Shifting into Neutral People have: Emotions people experience: • New processes • Relief that the change is over • New systems • Achievement at executing the • New skills change • New policies • Excitement about new skills • New people and succeeding in the new environment • New environments • Apathy towards the new way

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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 Design Start & Transition up Build to Support Initiation Deploy Close Down

Change implementation Change Close & Initiation Implementation Review Planning Solidification

How do they go together? Change Close & Initiation Implementation Review Startup Initiation Design & Build Deploy Transition Close Down Planning Solidification Shifting into Saying Goodbye Going Forward Neutral

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

Change Management and HR Technology Projects

by Michael Specht on Oct 01, 2008

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