RPO Webinar #3: Change Management-Ensuring a Successful Implementation

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RPO Webinar #3: Change Management-Ensuring a Successful Implementation

  1. 1. Welcome to today’s webinar hosted bythe HROA!We’ll get started in a few minuteswww.hroa.org
  2. 2. HROA Webinar Series:The Building Blocksfor a Successful RPOJune 19, 2013Change ManagementEnsuring a successful implementation
  3. 3. Presenter introductions3Pat KlamanVP, Business Development845-259-3818patricia.klaman@randstadsourceright.comMichael YingerVP, Implementation & Technology646-370-3209michael.yinger@randstadsourceright.comContent property of Randstad SourcerightWednesday, June 19, 2013
  4. 4. AgendaChange management considerationsLeveraging your RPO partner’s expertiseChallenges to plan for and overcomeHand-off to “go-live operations” and beyondQ & AElements of a successful RPO implementation4 Content property of Randstad SourcerightWednesday, June 19, 2013
  5. 5. Polling questionSo that we may understand your relationship to this topicplease indicate the role closest to your own:o VP, SVP of HR/Talent Acquisitiono Director of HR/Talent Acquisitiono Recruiting Managero Recruitero Procuremento Project Manager5 Content property of Randstad SourcerightWednesday, June 19, 2013
  6. 6. Elements of a successful RPO implementation6 Content property of Randstad SourcerightWednesday, June 19, 2013
  7. 7. RPO implementation success factors• Co-sponsor project• Define & agree upon scope of work• Allow time for Discover Phase− Access to sites & systems− Representatives of all parties impacted by change• Co-create communication and change managementstrategy− Tailor messaging, timing & contentto fit culture and constituency• Operate against project plan− Consistent milestone tracking& status reviews77 Content property of Randstad SourcerightWednesday, June 19, 2013
  8. 8. Principles and objectives of change management• Minimize disruption and anticipate the potentialobstacles to success• Joined up change communications across locations andimpacted stakeholders• Relationship-building across the program and beyond• The change is ultimately about people and notstructures, processes or systemsObjective• The scale and impact of change for is fully understood• The organization is ready for Go-Live and beyond• The people are ready for Go-Live and beyond8 Content property of Randstad SourcerightWednesday, June 19, 2013
  9. 9. Change management considerations9 Content property of Randstad SourcerightWednesday, June 19, 2013
  10. 10. Transition…approaching change management10 Content property of Randstad SourcerightWednesday, June 19, 2013
  11. 11. TimeStateofCommitmentAwarenessCommitDesign ImplementDefine AssessFamiliarityAwarenessUnderstandingNew PracticeAdoptionStandard PracticeEducate&TrainCommunicate11 Content property of Randstad SourcerightWednesday, June 19, 2013Change management – the Human Factor
  12. 12. Stakeholder engagement processResponsible - Accountable - Consulted - InformedIntroducing changeThis is what it meansto the organizationWe’re going live!This is what it meansto you personallyThis is the service youwill receiveHow do you thinkwe’re doing?How to get the bestfrom the teamCommunicate, communicate, communicateSatisfaction surveysInitialcommunicationsEducate and Train Feedback CommitInnovation throughacting on feedbackSelling the concept12 Content property of Randstad SourcerightWednesday, June 19, 2013
  13. 13. Communication approach1313 Content property of Randstad SourcerightWednesday, June 19, 2013Change events organized by:• Purpose• Audience• Timing• MediumCommunication roadmapGain acceptance & commitment to drive long-term success• Keep stakeholders engaged, informed &on board– Target stakeholders– Identify change events & requiredcommunication– Answer questions▪ Why are we changing? How does this affectme? What’s in it for me?– Messaging & media tailored toindividuals, groups and reflect the culture• Communication roadmap– Track communication & change events
  14. 14. Communication objectivesLet stakeholders:• Become aware of the implementation and overallproject goals- Share project information, process, & progress• Understand the impact and see the benefits of thesolution being implemented- Share business impact on location, department & role level• Accept the changes within the organization- Show the benefits• Adopt the changes in line with the RPO solution- Let the stakeholders inform others about the project andselection of RSR to implement the solution14 Content property of Randstad SourcerightWednesday, June 19, 2013
  15. 15. Leveraging your RPO partner’s expertise15 Content property of Randstad SourcerightWednesday, June 19, 2013
  16. 16. Plan Discover Install Go-live• Engage resources• Confirm scope• Establish timeline• Developcommunication& changemanagement plans• Joint kick-offmeeting• Conduct focusgroups• Analyze hiringrequirements• Perform gapanalysis• Refine & finalizeRPO solution• Understandtechnology• Establish supportinfrastructure• Engage & trainhiringmanagers/recruiter• Configure & testtechnology• Develop sourcingplans• Begin recruiting• Support hirerequests• Validate taskcompletion• Review lessonslearned• Stabilize day-to-day operations• Begin reportingBest practice implementation methodology16 Content property of Randstad SourcerightWednesday, June 19, 2013
  17. 17. Co-sponsorship & knowledge transferRPOFunctionalLeadsClientCompanyFunctionalLeadsKnowledgeTransferSingle Pointof AccountabilityProject LeadershipRPOExecutive SponsorClient CompanyExecutive SponsorImplementationProject ManagerClient CompanyProject LeadTechnologyLeadTrainingLeadOperationsDirectorCommunicationsLeadTechnologyLeadSubject MatterExperts Benefits Assessment HR TrainingExecutive SponsorshipOtherSMEs17 Content property of Randstad SourcerightWednesday, June 19, 2013
  18. 18. Recommended resource involvementCustomer projectsteering team membersProject responsibilities Resource involvement• Executive sponsor • Executive sponsorship • As required• Project sponsor • Policy development• Training and communication• 2 hours per week• Project stakeholders • Process development• Data collection and validation• Training and communication• Part time – as required in accordance withimplementation plan• Project manager • Core implementation team member• Participates in all sub-team meetings• Dedicated – 1-2 days per week• Human resources • Policy development• Data collection and verification• Process development• Training and communication• Part time – as required in accordance withimplementation plan. +/- 5 hours per week• Legal • Contract development• Policy development• Dedicated - +/- 3 days per week during contractnegotiation• Finance/ accounts payable • Finance review• System testing• System interfaces• Part time – as required in accordance withimplementation plan. +/- 5 hours per week• HR & accounts payableinformation systems groups• System interfaces and system testing• Data collection and validation• Part time – as required in accordance withimplementation plan. +/- 5 hours per week• Information systems • IT & data security • Part time – as required in accordance withimplementation plan. +/- 5 hours per week• Procurement • Contract development• Supplier vetting and communication• Data collection and validation• Part time – as required in accordance withimplementation plan. +/- 5 hours per week• Corporate communications • Training and communications • Part time – as required in accordance withimplementation plan. +/- 5 hours per week18 Content property of Randstad SourcerightWednesday, June 19, 2013
  19. 19. Polling questionWill your organization be implementing an RPO program in thenext:o 6 monthso 6-12 monthso 12+ monthso Undecided19 Content property of Randstad SourcerightWednesday, June 19, 2013
  20. 20. Challenges to plan for and overcome20 Content property of Randstad SourcerightWednesday, June 19, 2013
  21. 21. Primary challengesChallenge MitigationScope of influence • Engage champions across thebusinessCompeting change initiatives • Understand the timeline and planaccordinglyLack of resources • Leverage RPO provider’sresources and plan the timeneeded from company resourcesLack of clarity • Communication tailored toindividual stakeholdersPoor communication • Consider the channels andfrequencyLack of executive support • Executive sponsor21 Content property of Randstad SourcerightWednesday, June 19, 2013
  22. 22. Pitfalls of skipping change managementChange Management Risks ResultsInconsistent messaging • Heightened resistanceIncomplete/incorrect messaging • SabotageFailure to engage the right audiences • Lack of buy-inLack of management support ofplanned outcome• Loss of moraleAbsence of clearly defined vision • Lack of continuityNot identifying change agents/stakeholdersLack of empowerment of changeagents• Failure to achieve expected results22 Content property of Randstad SourcerightWednesday, June 19, 2013
  23. 23. Case study – lack of change managementSituation – client was concerned with the speed ofimplementation due to a recent acquisition- Change Management recommendations were set aside- Messaging was not delivered as plannedResults:- User community was not prepared for change- Training time was used to provide basic information on theproject, intent- Training time for each individual was doubled- Pushback from the user community on the process andtechnology- Transition to new process took several weeks longer than plannedIn the end, the implementation was successful, though it tooklonger than it could have with effective change management23 Content property of Randstad SourcerightWednesday, June 19, 2013
  24. 24. Hand-off to “go-live” operations and beyond24 Content property of Randstad SourcerightWednesday, June 19, 2013
  25. 25. Defining success post implementation• Change management does not end with the completionof implementation• Champions need to be continually cultivated andengaged and leveraged to support the change• Governance structures need to be in place post go-liveand escalation processes defined• Inspect what you expect• Communication of successes, challenges, andopportunities needs to be formalized for the length ofthe program25 Content property of Randstad SourcerightWednesday, June 19, 2013
  26. 26. Q & A26 Content property of Randstad SourcerightWednesday, June 19, 2013
  27. 27. 27 Content property of Randstad SourcerightWednesday, June 19, 2013• Founded in 2003• Open to anyone in the HR Outsourcing and Transformationindustry anywhere in the world: practitioner, buyer,provider, technology firm, advisor, consultant, or academic• Mission to be the single recognized community forimproving the quality, effectiveness, and efficiency ofoutsourcing as part of an overall HR service deliverystrategy.www.hroa.orgAbout HROA

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