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How to Create Champions of Change
- 1. How to Create Champions of Change Chas Fields HCM Strategy Consultant Brad Nycz Customer Success Manager
- 2. Charles "Chas" Fields, MSHRM and HCM Expert Strategic Advisor Areas of Expertise • Training and Development • Change Management • Strategy / Consulting • Employee Engagement • Project Delivery Industry Background • SaaS • Manufacturing • Healthcare • Retail & Hospitality • S&D Experience • Leader in driving change management initiatives and process efficiencies while leveraging HCM software • Led Kronos full suite implementations for our complex mid-market and enterprise clients • Former Project Manager of large scale, multi-state construction projects • Master's in Human Resources Management with Training and Development focus Fun Facts • Avid Golfer • Lover of the outdoors • Servant Leader & Volunteer • Mentor • Hoosier gone Texan @ChasFields Add & Follow
- 3. Brad Nycz, SPHR (Nitch) Customer Success Manager-Signature Bradley.Nycz@Kronos.com https://www.linkedin.com/in/brad-nycz-083b221 Background: • 3x Former customer as Executive Sponsor • Implemented Workforce Ready for over 2500+ employees. • 15+ years experience as an Executive in Human Resources Personal: Live in Green Bay, WI with my wife, 2 boys, and thousands of crazy Packer fans. KRONOS Confidential
- 4. How to Create Champions of Change Chas Fields HCM Strategy Consultant Brad Nycz Customer Success Manager
- 5. Key Objectives: What You’ll Learn Choosing change and planning for it1 2 3 Creating champions of change Connect with the change management experts
- 6. Creating a Culture of Change AGENDA Decision for Change Plan for Change Rollout for Change Measuring Success for Change
- 7. Change is Inevitable Typical Change Initiatives • Organizational Structure • Roles, responsibilities, departments, acquisitions, etc. • People • Training, acceptance, individual change • Knowledge • Product, training, development • Technology • Infrastructure, automations, tools
- 8. Case Study – General Motors • Competitive Threat • Faced Bankruptcy in 2009 • Forces of Change − External − Internal • Profitability Increase Source: Organizational Change: Case Study of GM1
- 9. “When you know your WHY, you’ll know your WAY.” – Michael Hyatt Purpose for change “Selling” the decision Map out the route Decision for Change
- 10. Purpose for change • What’s your why? • Preparation • Contingency Plans • RACI chart defined • Clear Picture of Success
- 11. Time to Invest 11 “Initiatives with excellent change management are 6 times more likely to meet objectives than those with poor change management.1” source: www.prosci.com
- 12. Selling the Decision • “Selling” the decision • Informal Discussions • Identify Change Agents – Positive and Negative • Time to Campaign • Who has your back? • Be Visible • Town Halls
- 13. © KRONOS INCORPORATED │ January 16, 2020 │ Map out the Route • Ownership – It can’t be just be one person • Timing/Impact • Managing Workload • Transition to Prepare and Plan PROCESS/METHODOLOGY FOR CHANGE
- 14. “Today, change management is a major priority and objective for many corporations. Partner with thought leaders who you TRUST to help develop the vision, strategy, and detailed plan.” – Gerald Smith, AON Hewitt Selecting your team MEI Preparing for change Plan for Change
- 15. Selecting Your Team 15 • Identify Key Influencers: − Get to know your people. • What drives them? • How are they motivated? − Who are my top performers and leaders? − Stakeholder Involvement − Manager Effectiveness
- 17. Preparing for Change 17 • Things to Consider: − Timeline to Implement • Give yourself enough time. − Workload • How will this effect your team’s workload? − Schedules and Adjustment • Who will be impacted? • Amount of work may need redistributed.
- 18. Preparing for Change cont’d. 18 • Things to Consider: − Timing • When is a good time? • Converse and ask for feedback. • Acceptance, Q&A, Forums • Training • Communication Plan (internal) • Phased Rollout?
- 19. “Whosever desires constant success MUST change his conduct with the times.” - Niccolo Machiavelli Communication breakdown Training Flipping the switch Rollout for Change
- 20. Communication Breakdown 20 • Communication Plan: − GENERATE EXCITEMENT • How will this message be delivered? − Executive Buy-In, Invested Groups • How often do we communicate? − What mediums will be used? • Crafty, precise, and actionable messaging.
- 21. © KRONOS INCORPORATED │ January 16, 2020 │ Training Plan Preparation • Provide hands-on training − “We’ve talked about it, now we do it” • Create a GREAT experience • Provide ample resources to ask questions • Knowledge Testing • Feedback sessions − Surveys, forums, etc. 21
- 22. “Don’t be afraid to give up the GOOD to go for GREAT.” – John D. Rockefeller Measuring Success for Change Go “live” Goals Others
- 23. Measuring Success 23 “Go Live Day” Goals: Set them at the beginning • Organizational Performance - ROI • Individual Performance - Usage • Change Management Performance - Communication effectiveness
- 24. Measuring Success cont.d 24 Others • Issues arise? • Measure early and often • Feedback • Timing • Agility
- 25. Creating a Culture of Change AGENDA Decision for Change Plan for Change Rollout for Change Measuring Success for Change
- 26. Let’s Connect! 26 @Brad-Nycz Bradley.Nycz@Kronos.com Charles.Fields@Kronos.com @ChasFields Add & Follow
- 27. Questions?
Editor's Notes
- Jesse: Hello everyone and welcome to today’s webinar: ‘How to Create Champions of Change.’ My name is Jesse Bilafer and I’ll be your moderator. I work [something about the insiders program] here at Kronos. During today’s session, Chas and Brad will walk through change management best practices and discuss why change doesn’t have to be so hard when you have a solid plan in place. throughout the session you'll hear stories how they've created champions of change. These strategies they talk about today can be applied to any change like, new user experience, self-service adoption, or shredding your paper process and jumping into the digital office. I’m excited to be hosting this webinar today and I’m pleased to introduce today’s speakers.
- Jesse: As a human capital management (HCM) strategy consultant for Kronos Incorporated, (Chas) Fields works with leadership teams to invest in people-centric technologies that enhance the employee experience and overall company culture of their business. As an expert and thought leader in change management and training and development, Fields advises organizations on how they can strengthen the talent pipeline, improve long-term employee engagement, and ensure future business success. With a bachelor’s degree in business administration and a master’s degree in human resource management, Fields deeply understands the impact that effective HCM strategies and solutions can have on both operations and human resources (HR).
- Jesse: Brad Nycz (Nitch) has spent the majority of his career as an HR Executive leading several significant changes, including going from manual to a paperless environment and integrating 8 acquisitions in to the company and culture, prior to joining Kronos as a Customer Success Manager. In his Customer Success role, Brad has the opportunity to ensure Customers are achieving the ROI they expected, by sharing best practices and providing advice around their HCM processes. We are excited to have Brad share some of his experiences with us during today’s session.
- Jesse: [Jesse to add logistics about the webinar] {maybe something like this} Next, we’d love to hear from you during today’s presentation. If you have a question for our speaker, please feel free to send it through the ‘Ask a Question’ tab at the bottom of your player. We’ll be answering questions at the end of the session. And last, we’d like to encourage you to share today’s webinar with your social networks. You can use the social sharing icons at the top right of your player to post this webinar directly on Twitter, Facebook, or LinkedIn. So without any further ado, I’d like to kick things off by welcoming Chas Fields one of our HCM Strategy Consultants. Chas, over to you. Chas: Thank you Jesse so much for having us today. It is my pleasure to be here. I appreciate all of the Insiders who took the time out of your day to join us. We appreciate you! Connect with audience, being one of them. Chas to ask question to audience.
- Chas : here are our key learning objectives for this session. Ask question to the audience?
- Brad: To create champions of change you also have to look at building a culture of change. Let’s talk about that mysterious word, Culture. You know, everyone says they want a strong Culture, but then typically struggle to describe what that means. Well, we are going to cover 4 key areas that we will dive in to deeper throughout this presentation. The Decision for Change Planning for Change Rolling out the Change And then measuring how we did
- Brad: Based on the number of people attending this session, I think everyone would agree that Change is Inevitable. Depending on the change, it can be debilitating to some organizations and those that figure out how to be one of those companies that are able to embrace the change are the ones that continue to thrive. The most typical types of change we see are Organizational, Knowledge, Technology and always involve People.
- So how does this impact other businesses? In 2009 there was a large auto manufacturer that was facing bankruptcy. As foreign car producers like Toyota began to flood the United States with higher technology cars, better gas mileage, and a lower price, Toyota began to undercut the large American brand. The company posted a 4.3 billion dollar loss in 2010 and knew the external factors like Toyota along with the internal factors of employee morale, highly compensated hourly workers, and trade union agreements were suffocating the ability to post profits. It was time for GM to make a structural, process, cost, and cultural change to their organization. But how were they going to do it? GM quickly realized a change management strategy must be in place to commit to regaining profitability. GM used various methods like Lewins Three Step Change Model and Prosci’s ADKAR methodology, to invoke a new approach to regain market share. GM leveraged change management to cut brands like Saturn and Hummer. They developed a strategy on how to speed up decision-making amongst employees to make processes more efficient. This held employees more accountable and empowered employees to increase productivity. These change management initiatives contributed to an average growth streak over the next 4 years. Going as high as 12% growth. You see change management, although it’s about the acceptance from the people, the big picture impacts your bottomline. https://www.stock-analysis-on.net/NYSE/Company/General-Motors-Co/Ratios/Profitability#Ratios-Summary
- Brad: The decision for the change is one of the most frequently overlooked items, but critical pieces to successful change management. Most organizations operate in a hierarchical structure and some of these big decisions get made at the top and rarely communicated to why the change was made. I’ll talk through some examples to talk through these three points.
- Brad: What’s your why? So what’s YOUR why and what’s your organizations why? These could align or they could diverge. The WHY might be efficiency? Getting rid of manual processes, cost savings, EE productivity, culture, engagement. I have seen so many people avoid this because they feel it is confidential. Its an acquisition, we can’t talk about it. Couldn’t be further from the truth. You might not be able to share specifics on the deal, but you absolutely can talk about why it makes sense. Adds a capability we don’t have, access to Customers, etc. Part of preparation is planning the time to be the politician we mentioned Plan for Plan B – you will give people confidence if you address up front that you are prepared if it doesn’t go as planned. Be open about your RACI. Who is responsible, Accountable, Consulted and simply informed. With changes, there is confusion on new responsibilities and there is no better way to ensure success to be open about your RACI.
- Brad – Time has been spent planning the project, but make sure you also make the time to plan for the change PROSCI, the leading organization in change management, shows that those who put a change management plan together to support their project are 6 times more likely to deliver what they expect What a great way to sell your Executives on the importance of creating a culture of change
- Brad: Let’s go back to moving to a paperless environment example. Immediately, some of your administrators are going to be nervous on how this affects them. Your peers will need to know how this impacts how they work with HR. In this scenario, we would communicate how critical this change was to setting us up for growth. Letting them know that if we are going to support more employees and a larger volume, we needed to make this change so we are not simply taking on more work, but we are finding ways to simplify. Those initial discussions go along way, but the “sale” really happens in the large number of informal discussions. I spent time going from desk to desk and asking how they feel. Giving the 1x1 attention on why we made this decision, what I would see for them as a result, and allow them to express their feelings. Those comments were vital to then mapping out the plan. For example, if we are concerned we don’t have time to take on this project, let’s talk about how we will phase it in to help manage the workload. Be a politician. Be very public, visible and listen, it goes further than you would imagine.
- Brad We have already talked about the RACI and clear that it can’t just be owned by you. Make sure everyone knows their role in the project. Publish the calendar and be up front. Most people are nervous to do that because what if something changes. Well, that is OK. Put a calendar on there so everyone knows where to look on the schedule. As things change, they can stay current at any time. Add the key items to the business to that same calendar. Might be inventory, month end, a Kaizen event, etc. These are the items that impact your employees and to recognize the fact that they have those responsibilities, starts to win you some change advocates. Engage them in the plan and they will help drive it for you. You have heard me talk enough, let me turn it over to Chas to discuss the planning process.
- Chas When you plan for a change, there are some major elements you need to consider before initiating the change. Brad has highlighted some of these but I want to take it more in depth for you. We need to look at who we are going to select for our team. MEI – what is this? We know if manager’s aren’t involved, it won’t be successful. What does our preparation look like to the entire organization?
- Once the decision has been made to make the change, it’s now time to select a team to implement the change. Although this seems scary and daunting, here are a few things I look for when initiating a change. We must identify our key influencers. I like to call them my “Champions of Change.” These are the people that will help initiate, motivate, influence, and deliver a successful change. First, we have to get to know your people. If you’re doing performance reviews, you’re a step ahead of the game. If not, this is something you will want to implement in the future but does not hinder change management. We must identify what drives our people and determine their motivation behind their work. The idea is to cater a plan that will engage all employees to determine how this change will impact them in a positive way, we can ensure a better opportunity at user acceptance. So, who are your top performers and leaders? At your forums, who is speaking up? In construction, we often referred to these as “tailgate meetings.” Here at Kronos we call them “Town Hall” meetings. I want you (and your managers) to identify who is speaking up and asking questions or desiring to get involved at the functional level. This does not have to be targeted to managers only. This could also be a frontline employee who influences those around them. Stakeholders – prior to your change, we have to assume that you have a list of pain points or (nay saying) people may provide. With this in mind, I want you to get executive leadership involved around your communication plan. Manager Effectiveness- This is a great one. We know that you require a lot of your managers. They are a key player in this. An easy way to identify who has the greatest influence among them is by leveraging a Manager Effectiveness survey. This will help you hold managers accountable and can even be used post change to determine how well it was communicated/delivered to employees. Hey Chris – what did you do to select your team?
- This Manager Effectiveness survey is what we use here at Kronos. Now you are not obligated to use the same questions but you can see by topic, how well your managers are perceived to your frontline ee’s Topics included : Communication, Development, Empowerment, and Support. What do you notice has the most question s? Anytime you are looking for improvement a change must be made. That’s why overcommunication is key. Chas/Brad MEI Discussion –Can you discuss how having an effective manager index plan in place can impact a change that’s initiated?
- Chas slide It’s safe to say that when you came into this room, you probably have a change you are considering putting into place. Many of the topics that Chris and I address are things like data migration, taking paper processes and putting into templates, or some sort of software being put into place. However, the information provided today can be applied to any change. Here are some things you need to consider: Too often, we’ve seen organizations step into this idea of change and rush it. With just about anything you do, if you rush it, you probably aren’t taking advantage of resources the way you should. This is why it’s important to sit down with your team and understand their workload. Any time you are dealing with a change, I would say 9 times out of 10 it’s on top of your day to day tasks. When I implemented software, I was very candid and up front, this is going to be extra work. Thus, you must commit to understanding what each team member is capable of doing and how much time they are able to commit. You have to review your schedule thoroughly. If one component of the business is impacted, the domino effect happens and others begin to be impacted. Do we need to adjust or accommodate a change in the work that is being done or can it be delegated/redistributed amongst fellow colleagues? Ask Chris – when you implemented, what was the discussion around your timeline and how did you adjust it when things went well or didn’t go well?
- Chas runs through the points – Each of these items are important. However, we always seem to be up against one thing, time. Once you have your timeline, workload, and schedules nailed down, Let’s look at the elements of timing. POINT 1 - This is where we need to take into consideration the business and what requirements must be met. You don’t want to implement at the end of the year or quarter end when you have xyz things going on. Is summer a great time? Will vacations impact your decision. Ensure that your key influencers or champions of change are around to help navigate the rollout process. Point 2 - Converse and ask for feedback. Each department or champion of change’s schedule will vary. You may never find the perfect time. But what you don’t want to do is choose a time to roll this out without weighing everyone’s schedule. Point 3 - Generate excitement. One thing I have learned about people is, if you ask them for their opinion, they are always willing to give it. Some give it without being asked. Although this is great, we also want to hear from the people who aren’t so willing to speak up. Point 4 – Training, ensure training is well planned. Determine which group will be responsible for learning and teaching. Point 5 – Chas to pose question to Brad Pose question to Brad – “In your experience, how much time was spent just having conversations separate from your software implementation” – Can you talk about the New UI rollout and what your experience has been with acceptance, Q&A etc? Brad: I would bet I would spend 5-10 hours per week in the informal discussions, answering questions, etc. Ultimately having those impacted by the change driving the change and accelerating our timeline Point 6 - BRAD poses question to chas – “Chas, what are your thoughts on a phased rollout?” RESPONSE – Brad, I think it varies depending on your organization. I’ve implemented hundreds of modules that made it very easy to operate in a “big bang” rollout. This is ok if you’re streamlined in your change management plan or a smaller organization.
- Chas
- Chas Slide Chas ask Brad – how did you get exec buy in? What did you have them do? Lots of drop ins. Go and talk. Then ask them to discuss the change with their teams. Help prepare them for their discussions. It is amazing that as soon as you ask them to speak to it and be the face, vs just inviting you to come speak to it, all of their questions and concerns will come up. Make them look like a Rockstar with their team and you just found yourself some advocates. Chas – talk about mediums
- Chas - Smoke testing Chas asking Brad – how did you train and support through a change? What were some simple cost effective things you put together that helped people understand what was going? Temps to support the day-to-day work that doesn’t stop Open labs to give them time and forum to share feedback
- Chas
- Chas Slide – Those who “buy” – execs don’t relay the message what success really is. The day you’ve been waiting for. The switch is flipped and now you wait. How do we be proactive once the change is implemented? The first thing you do is set your goals at the beginning. Decide what or how many employees do you want to adapt to this change. Then from that grouping determine a % that adapt giving you a success rating. PROSCI - Ways to measure – Survey in 3 areas – organizational, individual, change management performance Organizations – Project success, objectives set vs. met, adherence to schedule Individual – usage, understanding, awareness, readiness CM Perf- Dedicating resources, communication deliveries and effectiveness, training deliver and attendance. We can look at issues. Remember when we set up our team of who will be asked questions? We need to track how many issues arise and how often. When a major change goes into place, it’s beneficial to measure early and often. BE AGILE
- Chas Slide – Those who “buy” – execs don’t relay the message what success really is. The day you’ve been waiting for. The switch is flipped and now you wait. How do we be proactive once the change is implemented? The first thing you do is set your goals at the beginning. Decide what or how many employees do you want to adapt to this change. Then from that grouping determine a % that adapt giving you a success rating. We can look at issues. Remember when we set up our team of who will be asked questions? We need to track how many issues arise and how often. When a major change goes into place, it’s beneficial to measure early and often. BE AGILE
- Brad: Wow – a lot of information, but hopefully worth your time. We understand that this will look different based on your organization, but the steps to get there are still the same. Remember to share the “why” the change is needed Take as much time to plan for the change that you take to plan the project Be public about the rollout and make sure people know how to stay informed Then take the time to measure how you did. Remember, change is inevitable, so you want to get better with each change you go through and by measuring and improving, you will quickly create a culture of change.
- Chas Slide
- Jesse: