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Attaining Universal Buy-In 
for Change through 
Communication and 
Empowerment 
Talent Management Alliance 
HR Business Pa...
“let’s roll out 
another HR 
initiative!”
This is your VP of Sales...
effective change demands 
open communication and 
collaboration between willing 
and motivated parties across 
the busines...
a tale of a... 
PERFORMANCE MANAGEMENT PROCESS
identify 
potential benefits 
of change 
in alignment with 
business needs
gather 
the 
evidence
CHANGE 
MANAGEMENT 
trust and buy-in...
what we did... 
• defined outcomes in 
alignment with 
business needs 
• values & 
performance 
• measurable 
business goa...
understand 
motivation factors
the pulse 
of the 
organization
culture 
reward system 
structure of work 
leadership style
clarify 
(and describe exactly) 
what behaviors will 
need to change
what we did... 
• evaluation of 
organizational 
readiness 
• current knowledge 
• existing skills 
• evaluation of time 
...
communicate 
for 
action
ready the 
equipment
speak the language of your audience
"On Death and Dying" by Dr Elisabeth Kubler-Ross (1969) Scribner Publishing Group
what we did... 
• developed 3 month 
pilot program 
• rolled out to 
organization 
• pilot participants 
shared their 
sto...
sustain the 
commitment to change
you’ve set a 
common direction 
you’ve provided 
people with tools 
and training 
now it’s time to provide ongoing 
suppor...
invest in time and 
resources 
take a disciplined 
approach to 
measurement 
managerial behavior change: 
trusted and empo...
what we did... 
• training resources 
and library 
• managers held 
accountable 
• ongoing 
communication to 
all audience...
#winning 
persuasiveness & influence
let’s connect! 
Robin Schooling, SPHR 
@RobinSchooling 
HRSchoolhouse.com 
SilverZebras.com 
robin@silverzebras.com
Attaining Buy In for Change through Communication and Empowerment
Attaining Buy In for Change through Communication and Empowerment
Attaining Buy In for Change through Communication and Empowerment
Attaining Buy In for Change through Communication and Empowerment
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Attaining Buy In for Change through Communication and Empowerment

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Effective change demands open communication and collaboration between willing and motivated parties across the business and the HRBP needs to be prepared to communicate the need and value of systematic organizational change. In order to deliver a compelling case, it is critical to identify the specific impact of under-performing roles, projects and initiatives that would greatly benefit from applied change management strategies. It’s the responsibility of HRBPs to recognize the potential for change in conjunction with the greater business environment, to communicate the potential impact with leaders, and to win the support of the employees through persuasiveness and the ability to express the various benefits of the appropriate adjustments at hand. By following 4 easy steps HRBPs can effectively gain enterprise-wide buy-in and enduring support.

Published in: Business
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Attaining Buy In for Change through Communication and Empowerment

  1. 1. Attaining Universal Buy-In for Change through Communication and Empowerment Talent Management Alliance HR Business Partner Strategy Conference October 30, 2014 Robin Schooling, SPHR @RobinSchooling
  2. 2. “let’s roll out another HR initiative!”
  3. 3. This is your VP of Sales...
  4. 4. effective change demands open communication and collaboration between willing and motivated parties across the business
  5. 5. a tale of a... PERFORMANCE MANAGEMENT PROCESS
  6. 6. identify potential benefits of change in alignment with business needs
  7. 7. gather the evidence
  8. 8. CHANGE MANAGEMENT trust and buy-in...
  9. 9. what we did... • defined outcomes in alignment with business needs • values & performance • measurable business goals • create EE line-of-sight • assembled team (champions & detractors)
  10. 10. understand motivation factors
  11. 11. the pulse of the organization
  12. 12. culture reward system structure of work leadership style
  13. 13. clarify (and describe exactly) what behaviors will need to change
  14. 14. what we did... • evaluation of organizational readiness • current knowledge • existing skills • evaluation of time and opportunity factors • evaluation of motivational factors
  15. 15. communicate for action
  16. 16. ready the equipment
  17. 17. speak the language of your audience
  18. 18. "On Death and Dying" by Dr Elisabeth Kubler-Ross (1969) Scribner Publishing Group
  19. 19. what we did... • developed 3 month pilot program • rolled out to organization • pilot participants shared their stories • pilot participants assisted in crafting of communication
  20. 20. sustain the commitment to change
  21. 21. you’ve set a common direction you’ve provided people with tools and training now it’s time to provide ongoing support and reinforcement
  22. 22. invest in time and resources take a disciplined approach to measurement managerial behavior change: trusted and empowered
  23. 23. what we did... • training resources and library • managers held accountable • ongoing communication to all audiences • success stories • reports/metrics
  24. 24. #winning persuasiveness & influence
  25. 25. let’s connect! Robin Schooling, SPHR @RobinSchooling HRSchoolhouse.com SilverZebras.com robin@silverzebras.com

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