Change capable organizations have gone beyond a core group of SME practitioners and extended change management competencies throughout the organization. Research shows that it takes an activated system that includes senior leaders, people managers, project teams and the front-line employees to successfully navigate an organization through times of change. In this session, learn why each role is crucial during change and how to develop role-based change competencies within an Enterprise Change Management framework.

1. People. Change. Results.
Developing Role-Based Change Competency
in an ECM Framework
Prosci Webinar

2. Developing
Role-Based Change Competencies
In an ECM Framework

3. © Prosci. All Rights Reserved. 3
Quick reminder on why:
Enterprise Change Management Capability:
is an essenCal enabler of agility
reduces saturation and its costs
supports strategy execuCon
creates competitive advantage
multiplies the benefits of CM

4. © Prosci. All Rights Reserved. 4
37%
45%
52%
61%
65%
Level 1
Level 2
Level 3
Level 4
Level 5
OrganizaCons with higher change
management maturity have higher
project success rates.
Project success rate by maturity level:
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

5. Developing
Role-Based Change Competencies
In an ECM Framework

6. © Prosci. All Rights Reserved. 6
Developing Role-Based Change Competency in an ECM Framework
Building Change Management
Capability is a Journey
Where you
are today
Where you
want to get
How are we going
to get there

7. © Prosci. All Rights Reserved. 7
Developing Role-Based Change Competency in an ECM Framework
ECM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR®
Model
Prosci®
3-Phase
Process
Initiate Plan Design Develop Deploy Sustain

8. © Prosci. All Rights Reserved. 8
Developing Role-Based Change Competency in an ECM Framework
Project Applica@ons
Change Sponsors
Change PracCConer
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applica@ons
Change Sponsors
Change PracCConer
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applica@ons
Change Sponsors
Change PracCConer
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Enterprise Deployment
ExecuCve Sponsor
Steering Commiee
Core Team
Deployment Leader
Change Champions
CM Trainers
Project Applica@ons
Senior Leaders
Change PracCConer
Project Managers/Teams
People Managers
Front Line Employees

9. © Prosci. All Rights Reserved. 9
Developing Role-Based Change Competency in an ECM Framework
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
Process
e.g. Project launch, Performance
management, Improvement
Leadership
e.g. Sponsor, Steering commiee,
Change mgmt reviews
Skill
e.g. Who needs to know what?
Training, Coaching, Tools
Structure
e.g. OrganizaConal footprint,
CMO, networks, job roles
Project
e.g. Pilots, Tiers, Departments,
Regions, Triggers

10. © Prosci. All Rights Reserved. 10
Developing Role-Based Change Competency in an ECM Framework
5.0 4.9 4.9
4.7 4.8
3.2
2.4 2.4
2.1 2.2 2.1
1.9
1.1
1.3
1.7
0
1
2
3
4
5
Leadership ApplicaCon Competencies StandardizaCon SocializaCon
Level 5
Level 4
Level 3
Level 2
Level 1
Year 3 goal (May 2020)
Year 1 goal (May 2018)
Current (May 2017)
Prosci Change Management
Maturity Model

11. © Prosci. All Rights Reserved. 11
Takeaways:
1. Building role-based individual change
competencies is an essenCal aspect of
growing an enterprise change capability
2. But it’s not the only thing
(need for a holisCc approach)
3. Building enterprise change capability is a journey
and must be managed as a project and a change

12. Developing
Role-Based Change Competencies
In an ECM Framework

13. © Prosci. All Rights Reserved. 13
Developing Role-Based Change Competency in an ECM Framework
Key Change Enabling Roles
Senior Leaders
Change PracCConers
Project Teams
People Managers
Front Line Employees
Responsibili@es During Change
EffecCvely sponsor change (ABCs)
Apply structure and empower others
Design and develop for adopCon and usage
EffecCvely support direct reports in change (CLARC)
Engage, adopt and use change (lean forward)

14. © Prosci. All Rights Reserved. 14
Senior Leaders
In all 9 of Prosci’s studies,
active and visible execuCve sponsorship
was the #1 contributor to success
29% 42% 54% 72%
Sponsorship correlates with projects success
Percent of projects that met or exceeded objecCves based on sponsor effecCveness
Very
ineffecCve
sponsors
IneffecCve
sponsors
Moderately
effecCve
sponsors
Extremely
effecCve
sponsors
2015
2013
2011
2009
2007
2005
2003
2000
1998
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

15. © Prosci. All Rights Reserved. 15
Senior Leaders
It’s not just signing checks and charters
Ac@vely and visibly
parCcipate
throughout the project
Build a coaliCon
of sponsorship with
peers and managers
Communicate
directly with
employees
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

16. © Prosci. All Rights Reserved. 16
Senior Leaders
AcCve and visible
parCcipaCon
Build a coaliCon
of support
Communicate directly
with employees
Extremely
Ineffective
5% 15% 33% 32% 16%
0% 20% 40% 60% 80% 100%
Ineffective
Somewhat
Effective
Effective
Extremely
Effective
9% 22% 33% 24% 12%
0% 20% 40% 60% 80% 100%
6% 20% 31% 29% 14%
0% 20% 40% 60% 80% 100%
None Slight
understanding
Some
understanding
Adequate
understanding
Complete
understanding
6% 19% 33% 30% 12%
0% 20% 40% 60% 80% 100%
58%
less than adequate
understanding of
their sponsor role
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

17. © Prosci. All Rights Reserved. 17
Senior Leaders
PosiCon yourself for
sponsorship success
PosiCon your projects for
strategic success
PosiCon your organizaCons
for change success
1
2
3
LEARNING OBJECTIVES
• Understand how effecCve CM
improves organizaConal results
• Clarify the role of senior leaders
as sponsors in Cmes of change
• Evaluate their current change
porkolio to idenCfy project and
people-side risk
• Learn how to posiCon
themselves and their projects
for strategic success
• Gain an appreciaCon for their
role as a sponsor from a senior
Prosci facilitator with execuCve
experience to reinforce learning
in a peer-to-peer context

18. © Prosci. All Rights Reserved. 18
Change PracJJoners
74%
Study parCcipants
were cerCfied in
change management
86%
Recommend that
others be cerCfied
(only 2% said “no”)
Value of cerCficaCon:
1. Gain a structured approach
2. Build skills and credenCals
3. Acquire common and
universal tools
4. Increase likelihood of
achieving desired outcomes
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

19. © Prosci. All Rights Reserved. 19
Change PracJJoners
Day
Why CM
ROI of CM
ADKAR
7 change concepts
Preparing: Assessing change readiness
Day 2
Preparing: Building team structure
Preparing: Sponsor assessment
Managing: CommunicaCons
Managing: Sponsorship
* PresentaCons
Day 3 AM
Managing: Coaching, Training and
Resistance Management
Reinforcing: Overview
Exam
GraduaCon
LEARNING OBJECTIVES
• Understand how effecCve CM
improves organizaConal results
• ArCculate the value of change
management to your peers and
leaders
• Learn how to apply the Prosci
ADKAR Model to facilitate
individual change
• Apply the Prosci 3-Phase Process to
a real project, enabling you to
assess readiness, idenCfy impacted
groups, and build a holisCc strategy
for influencing individual
transiCons
• Construct a CM plan and execuCve
brief on the business case for CM
• Gain cerCficaCon in the Prosci CM
methodology and access to the
Prosci CM methodology and tools

20. © Prosci. All Rights Reserved. 20
Project Teams
Project Management
Design, Develop and Deliver SoluCon EffecCvely
Change Management
SoluCon is Embraced, Adopted and Used Proficiently
People Processes Tools

21. © Prosci. All Rights Reserved. 21
Project Teams
LEARNING OBJECTIVES
• Connect employee adopCon to
their own project’s results and
outcomes and idenCfy impacted
employee groups
• Understand how change
management drives beer
adopCon and usage
• Create a common framework for
engaging with change
management pracCConers
• Map change management work to
their project’s life cycle using the
Prosci Change Management
Blueprint
• Learn to idenCfy when their project
needs change management
• Defining change management
within the context of a project
Intent
Objec@ves
Scope
Work Streams
Milestones
Deliverables
Timelines

22. © Prosci. All Rights Reserved. 22
People Managers
Each of the CLARC Roles Drives
Individual Change Through ADKAR
A D K A R
Answer why,
why now,
what if, my
impact
Results and
feedback
Demonstrate
commitment
IdenCfy and
address root
causes
Celebrate and
sustain
Support
“know how”
Support
execuCon
Communicator
Liaison
Advocate
Resistance Manager
Coach

23. © Prosci. All Rights Reserved. 23
People Managers
Largest gap
(skill, competency or tool)
1. CommunicaCon skills
2. Lack of CM training
3. Time management
and saturaCon
4. Understanding the role of
a manager during change
5. Buy-in for change
18%
Are people managers
adequately prepared
for their role in change?
18%
Strongly disagree
Disagree
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

24. © Prosci. All Rights Reserved. 24
People Managers
Preparing Yourself For Change
Leading Employees Through Change
Understanding changes underway and your role
AdapCng to change that is happening to you
Developing competencies for managing change
Introducing change to your employees
Managing employees through transiCon
Reinforcing and celebraCng successes
LEARNING OBJECTIVES
• Gain an appreciaCon for the impact
of CM on organizaConal results
• Understand foundaConal aspects
of CM and the criCcal role
managers play in the change
process
• Learn a pracCcal framework for
processing the many changes that
impact them
• Understand how to apply the
Prosci ADKAR® Model to facilitate
individual change and idenCfy
reasons for employee resistance
• Assess a current change impacCng
their team and pracCce using tools
• Create acCon plans to move
employees past barrier points and
to the desired future state

25. © Prosci. All Rights Reserved. 25
Front Line Employees
LEARNING OBJECTIVES
• Evaluate a current change in
their jobs to understand and
internalize learning
• Learn how to use the Prosci
ADKAR Model to idenCfy their
points of resistance
• Create proacCve strategies for
overcoming their own
resistance
• Become confident and
empowered in the change
process rather than vicCmized
by it
• Discover how to communicate
about a change in a way that is
producCve and proacCve
Step 1
Understand the
Change Process
Step 2
Take Control
of Change
Step 3
Engage
Now

26. © Prosci. All Rights Reserved. 26
Developing Role-Based Change Competency in an ECM Framework
Prosci’s Holis@c Suite Key Change Enabling Roles
Senior Leadership
Change PracCConers
Project Teams
People Managers
Front Line Employees
Sponsor Briefing (1/2 day)
PracCConer Program (3 day)
Project Results Program (1/2 day)
Program for Managers (1 day)
Employee OrientaCon (1 day)
Role-Based Training
Coaching Support

27. © Prosci. All Rights Reserved. 27
Developing Role-Based Change Competency in an ECM Framework
Change PracCConers PracCConer Program (3 day)
What’s arer the 3-day? Two addiConal career
development opportuniCes for Change PracCConers
The Accelerator
Customized coaching
to drive success
Advanced Tracks
Professional development
for career change agents

28. © Prosci. All Rights Reserved. 28
Change PracJJoners – Next Steps
Advanced CerJficaJon Tracks
advancedtracks@prosci.com
“I want to be a guru of change management
and deliver on complex change”
Advanced Change PracCConer
“I want to deploy change management across
my organizaCon to build a core capability”
Advanced Deployment Leader
“I want to increase competencies by teaching
industry-leading role-based training programs”
Advanced Instructor
Step 1
PROSCI 3-DAY
CERTIFICATION

29. © Prosci. All Rights Reserved. 29
Takeaways:
1. The research informs us about how each role
uniquely contributes to adopCon, usage and
change results and outcomes
2. Enterprise change capability requires
competencies in both the change roles
(change pracCConers, project teams) and the
business roles (senior leaders, people managers,
front line employees)

30. Developing
Role-Based Change Competencies
In an ECM Framework

31. A look at the research
Developing Role-Based Change Competency in an ECM Framework

32. © Prosci. All Rights Reserved. 32
Percent who received change management training
Senior
Leaders 31%
Change
PracCConers 72%
Project
Teams 44%
People
Managers 37%
Front Line
Employees 15%
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

33. © Prosci. All Rights Reserved. 33
Types of training
Formal
classroom
training
Informal
informaCon
sharing or coaching
Self-paced
training
materials
Web-based/
CBT/
eLearning

34. © Prosci. All Rights Reserved. 34
Types of training
Formal Classroom
Training
Informal info
sharing or coaching
Self-paced
training materials
Web-based/CBT/
eLearning Other
Senior
Leaders
Change
PracCConers
Project
Teams
People
Managers
Front Line
Employees
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon
46% 66% 10% 3% 8% 0%
1 2 3 4 5
69% 60% 21% 15% 4% 0%
1 2 3 4 5
49% 71% 12% 8% 6% 0%
1 2 3 4 5
61% 61% 14% 11% 6% 0%
1 2 3 4 5
65% 52% 25% 24% 9% 0%
1 2 3 4 5

35. © Prosci. All Rights Reserved. 35
Length of training Actual days of
training delivered
Recommended
days
Senior
Leaders 1.22 2.13
Change
PracCConers 3.73 5.06
Project
Teams 2.41 3.44
People
Managers 2.04 2.95
Front Line
Employees 1.70 2.52
How much
more is
needed?
+75%
+36%
+43%
+45%
+48%
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

36. © Prosci. All Rights Reserved. 36
Research: Do differently next Jme
Increase training
for addiConal
groups (org
roles)
Deliver training
differently
(interacCve,
adult learning,
technology, eLearning)
Tailor content to
individuals
(around a change)
Plan for
earlier
training
2
4
1
3
Source: Prosci Best Prac*ces in Change Management, 2016 ediCon

37. © Prosci. All Rights Reserved. 37
Developing Role-Based Change Competency in an ECM Framework
Principles of Adult Learning
• Adult learners are:
– autonomous and self-directed
– goal oriented
– relevancy oriented
– pracCcal and expect respect
• Adults have accumulated a
foundaCon of life experiences
Adult Learning Theory
• Adult learners need:
– realisCc goals and objecCves
that and important to them
– direct/concrete experiences
– to receive feedback
– to parCcipate in small group
acCviCes
• Adult learning has ego involved
Adult Learning

38. © Prosci. All Rights Reserved. 38
Developing Role-Based Change Competency in an ECM Framework
Building competency as a change (ADKAR)
Reinforcement®
to sustain the change
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to parJcipate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to parJcipate and support changemanagement
Awareness of the need for change management
Reinforcement®
to sustain change management
ADKAR for the change of “change management”
* role specific

39. © Prosci. All Rights Reserved. 39
Building competency as a change (ADKAR)
Why do I need to build my change competency?
Why do I need to build my competency now?
What happens if I don’t build my change competency?
A
D
K
A
R
What are my personal moCvators for building change competency?
What are the organizaConal moCvators for building change competency?
What’s in it for me (WIIFM) to build my change competency?
What do I need to know while building change competency?
What do I need to know to leverage my change competency?
How will I build my change competency knowledge?
What mechanisms are in place for me to keep up my new competency?
How will I measure my change competency?
What will I do to sustain my change competency?
How large is my Knowledge-Ability gap for my change competency?
Are there any barriers inhibiCng my change competency?
Will I be able to pracCce and where can I get coaching?

40. © Prosci. All Rights Reserved. 40
Developing Role-Based Change Competency in an ECM Framework
Waved
training
deployment
Nested in
change
iniCaCves
Three deployment approaches:
Aached to
exisCng
programs

41. © Prosci. All Rights Reserved. 41
Waved training deployment
Key Change Enabling Roles
Senior Leadership
Change PracCConers
Project Teams
Middle Managers
Front Line Employees
Training Deployment Waves
40
15
15
100
1000
60
25
80
460
5200
Wave 1 Wave 2 Wave 3
20
10
40
200
2000
25
160
2200

42. © Prosci. All Rights Reserved. 42
Nested in change
iniJaJves
Nested
Change
Management
Training
Project
3
Project
4
Project
1
Project
2

43. © Prosci. All Rights Reserved. 43
“Leading change” in
new leadership blueprint
competency model
New leadership
framework with
“leading change” as
1 of 12 competencies
“Change” idenCfied as
criCcal competency
across 3 leadership
levels in new model
AZached to exisJng programs aim at
building change leadership competencies
Change management
for managers embedded
into exisCng yearly
leadership program

44. © Prosci. All Rights Reserved. 44
Waved training
deployment
Nested in change
iniCaCves
Aached to
exisCng programs
Three deployment approaches:
Advantages:
Challenges:
Advantages:
Challenges:
Advantages:
Challenges:

45. © Prosci. All Rights Reserved. 45
Takeaways:
1. What the research says on CM training
2. Adult learning principles and theory maer
3. Building competency is a change (ADKAR)
4. There are mulCple approaches to building
individual change competencies throughout
the enterprise (waved, nested, aached)

46. © Prosci. All Rights Reserved. 46
Developing
Role-Based Change
Competencies
In an ECM
Framework
1. What the research says
on CM training
2. Adult learning principles
and theory maer
3. Building competency is a
change (ADKAR)
4. There are mulCple
approaches to building
individual change
competencies throughout
the enterprise (waved,
nested, aached)
1. Each role uniquely
contributes to adopCon,
usage and change results
and outcomes
2. The research informs
each of the roles
3. We need competencies in
both the change roles
(change pracCConers,
project teams) and the
business roles (senior
leaders, people managers,
front line employees)
1. Building an enterprise
change capability is
criCcal to future success
2. Individual competency
building is an essenCal
aspect
3. But it is not the only
aspect in a holisCc
approach
4. Building change capability
is a journey
Summary and Conclusion

47. © Prosci. All Rights Reserved. 47
Where to find today’s slides with poll results
47
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