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Change Management and HR Technology Projects

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An overview on why change management is important and a a high level implementation approach

Published in: Business, Technology

Change Management and HR Technology Projects

  1. 1. The role of Change Management in HR Technology projects 25 September 2008
  2. 2. Without change management
  3. 3. <Refrain>
  4. 4. </Refrain>
  5. 5. Projects and Change • Projects usually – Make a step change – Introduce new – Improve the organisation • They are connected
  6. 6. Technology
  7. 7. But...
  8. 8. Organisation
  9. 9. Culture
  10. 10. Process
  11. 11. People
  12. 12. Behaviour
  13. 13. Knowledge
  14. 14. <Refrain>
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  16. 16. 15%
  17. 17. Why?
  18. 18. 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
  19. 19. The change curve Saying Goodbye Moving Forward Shifting into Neutral Adapted from Managing Transitions by W illiam Bridges
  20. 20. Saying Goodbye
  21. 21. 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
  22. 22. Shifting to neutral
  23. 23. 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
  24. 24. Moving Forward
  25. 25. 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
  26. 26. <Refrain>
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  28. 28. Change management frameworks
  29. 29. Change management frameworks • Lewin • Bullock & Battern • Kotter • Beckhard & Harris • Nadler & Tushman • McKinsey • William Bridges • Senge • Stacy & Shaw Every consulting firm on the planet
  30. 30. ?
  31. 31. The right approach for the right situation
  32. 32. 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
  33. 33. The change implementation process
  34. 34. Project implementation Design Start & Transition up Build to Support Initiation Deploy Close Down
  35. 35. Change implementation Change Close & Initiation Implementation Review Planning Solidification
  36. 36. 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
  37. 37. 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
  38. 38. 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
  39. 39. 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
  40. 40. 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
  41. 41. 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
  42. 42. 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
  43. 43. 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
  44. 44. 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?
  45. 45. <Refrain>
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  47. 47. Success factors
  48. 48. 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

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