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Change management workshop

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Change Management Template October 5, 2023 All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 1
What is Change Enablement? Change Enablement is the process of changing individual behaviors to increase readiness and productivity when implementing a process, technology or organizational change.
IS about:  A practical approach to orchestrating change  What people need in order to be able to change  Laying foundation for a successful transition IS NOT about:  Change theory  An endorsement of any one of the hundreds of change models out there (we’re change model agnostic) Our Conversation Today…
Agenda – Note change based on final outcome Plan  Define Success  Manage Expectations  Establish Controls  Define Roles Discover  Review Experiences  Audience Analysis  Impact Analysis  Identify Barriers Build  Establish Message  Build Communication & Marketing Plan  Build Training Plan  Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 4
Change Management Overview All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 5
Change Management All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 6  Your implementation can only be successful if it rolls out well  End user adoption  Understand the need  Maximize your investment in technology and business process  Organizations will only change if the individuals change first
When To Start Change Enablement 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Project closure Project implementation Project design Project planning Project initiation Percent of respondents When did you start CM activities this time? When would you start CM activities next time? © Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
69% 67% 59% 54% 33% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Initiation (n=177) Planning (n=118) Design (n=95) Implementation (n=78) Closure (n=3) Percent of respondets that met or exceeded project objectives When change management efforts began Correlation of when change management efforts began to meeting project objectives © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report Change Implementation Related to Objectives
Change Enablement Effectiveness © Prosci.From Prosci’s 2009 BestPractices in Change Managementbenchmarkingreport Correlation of change management effectiveness to meeting project objectives 16% 51% 80% 95% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Poor (n=111) Fair (n=259) Good (n=313) Excellent (n=65) Percent of respondents that met or exceeded project objectives Overall effectiveness of change management program
Greatest contributors to success  Active and visible executive sponsorship  Frequent and open communications  Structured change management approach  Dedicated resources for change management  Employee participation All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 10
When we don’t manage change effectively, we can expect: • Lower productivity • Passive and Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’ All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 11
Change Management  Change produces some degree of stress in humans  Some people perceive change as a threat All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 12
Change Management  People change at their own pace  You only have ONE chance at making a first impression All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 13
KNOWLEDGE MOTIVATION STRUCTURE SKILLS BASICS S S M Four Fundamental Needs K
• What does the change involve • When • Interim steps • Who is responsible for what • New policies • Where to find ongoing access to training KNOWLEDGE K K Your own footer Covers all the information people need to know in order to change: Four Fundamental Needs
• New technologies • New processes and procedures SKILLS S S Covers all the things people need to be able to do in order to change: Four Fundamental Needs
• Why this change is being made • What benefits can be expected • Why and how the change matters to the organization, culture, mission, etc. MOTIVATION M M Your own footer Four Fundamental Needs Refers to what people need to believe in order to change:
• Success criteria and reporting • Program expectations • Management oversight & accountability STRUCTURE Your own footer S S Four Fundamental Needs Encompasses all the elements that ensure change happens, and reports on progress:
KNOWLEDGE:  Communication  Documentation  Schedules & calendars  Memos, email  Meetings, teleconferences SKILLS:  Training & meetings  Practice & feedback  Checklists  Job aids  Coaches MOTIVATION:  Organizational “Story”  Marketing campaigns  Leader advocates  Positive reinforcement  Accomplishment celebration STRUCTURE:  Active Sponsorship & Support  Progress reports & follow-up  Feedback mechanisms  Ownership accountability  Advocacy program Typical Ways to Meet Needs
Change Strategy All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 20
Components of a Change Strategy Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 21
Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 22
Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Define Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 23 Plan your success metrics to confirm that you configure the system to allow access the data you need later.  System decisions must ultimately reflect how you hope to impact your organization
Measuring Your Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 24 What metrics will your organization expect to see? What metrics can be added or adjusted to best show the impact you have made? What do you plan to accomplish with the initiative? Response: Response: Response:
Measuring Your Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 25 Are there data points that will need to be collected outside of the system? Response: How will people know if they are using the system successfully? Response:
Success Metrics All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 26 Success Metric Impact Measured How this will be collected Audience Frequency
Setting Expectations All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 27 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items 30 90 180 365
Expectations and Examples – include the explanations in the previous slide All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 28 30 • Roll-out 90 • Roll-out 180 • Tactical 365 • Strategic
30, 90, 180, 365 Day Expectations All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 29 Timeframe What will be measured How this will be collected Audience Method of Delivery Example- 30 Day Number of users who have logged into the system System reports HR Leadership Excel report
Establish Controls 30 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items  Develop a Change Management project plan  Determine team structure to deliver change management  Understand post go-live process to ensure continued reinforcement and change process  Establish feedback channels
Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Roles Needed to Execute Change 31 Sponsors •Make Decision to Change •Fund Change •Confirm Change and Support it Change Advocates •Change Leader •Communications •Marketing •Trainers •Influencers Change Targets •Those effected by the change
Change Roles & Action Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 32 Change Role Expectations Of Role Organizational Unit Name Action Items Authorizing Sponsor Reinforcing Sponsor Change Advocates
Discover All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 33
Review Experiences All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 34 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What roll outs have you experienced recently?  What worked well?  What do you want to duplicate?  What did not work?  What do you want to avoid?
Audience Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 35 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Groups to consider Executives Organizational Unit Leads Unions IT Human Resources End Users External, e.g. Partners and Vendors Who is impacted by the change?
Audience and Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 36 How are they impacted by change? What motivates them? Who is impacted by the change?
Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 37 What resistance might they have about this change? What is source of resistance (emotional, cognitive, behavioral)? Who influences these people?
Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 38 How can you leverage influencers to manage resistors? What do they need to KNOW relative to the change? What do they need to DO relative to the change?
Impact Assessment All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 39
Identify Barriers All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 40 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What are there barriers which will inhibit change? Political Geographical Financial Cultural Technical Informational Time Restriction Political Financial Technical
Barriers Assessment All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 41 Barrier Type of Barrier How it Impacts Change Plan to Overcome
Build All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 42
Build Communication All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 43 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items To begin creating your message, start by building your ‘elevator pitch’  This gives you  Building blocks to build out future communications  Consistency, while allowing each person to develop their message on their own
Establish Message: Brainstorming All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 44 Why did your organization decide to make this change? Brainstorming: Concise (Refined) Message:
Build Communication All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 45 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Deliver the right amount of data to your audience at the point they need the information
Delivery of Materials What we need from you, How it effects you What to do, When to do it All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 46 Overall concept, High level
Frequency of Message Utilizing multiple methods to reach your audience assures that your message is heard  Multiple deliveries are required for receiver recognition  Reference- television commercials  12 times  Single method delivery  Not effective All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 47
Getting Your Message Heard In order to take the time to pay attention your message, the reader must have some reason to care  Executives or direct line management All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 48
Marketing Communication Ideas All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 49 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What can you use to create a buzz about the change? Options to consider Events Contests Campaigns Give-Aways
How does your company communicate? What methods are most effective and for whom? What avenues do you have to deliver your message? Methods of Delivery All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 50 Options to Consider: Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters, Table Tents, Email Signatures, WebEx
Communication Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 51 Audience What will be communicated Method of delivery Timeline Owner/ Author Executives and Human Resources Review of why we changed performance vendors, what the benefit of the new partnership will be, when the change will take place, and who will be impacted by the change PPT at monthly meeting 8 weeks before live VP of HR
Finalize Your Communication Plan Once you have added all messages to the tables provided, you may find it helpful to transfer the dates to a calendar or add them to your project plan  This visual format tends to be more useful for better understanding deadlines  You may find it helpful to start with a calendar and work backward to add it to your Communication Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 52
Build Training All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 53 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items How does your company learn?
Training Delivery All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 54 What methods of training are available? Response: What methods are most effective and for whom? Response: What training methods worked well in the past? Where can you improve? Response:
Training All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 55 Outside of training on technology, are there new processes or procedures to be integrated into the training? Response: How will training be delivered after the initial roll-out? Just in time training: Training for new hires:
Training Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 56 Audience What are the skills to be trained Method of delivery Timeline Owner Regional admins Reporting Online training in LMS 3 days before live Project Lead
Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 57
58 Action Items ID Follow-up Item Owner Comments 1 2 3 4 5 6
Closing Thoughts As long as you keep the needs of people at the heart of your plan, there are many ways to orchestrate successful and lasting change.

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Change-Management-Workshop-Presentation.pptx

  • 1. Change Management Template October 5, 2023 All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 1
  • 2. What is Change Enablement? Change Enablement is the process of changing individual behaviors to increase readiness and productivity when implementing a process, technology or organizational change.
  • 3. IS about:  A practical approach to orchestrating change  What people need in order to be able to change  Laying foundation for a successful transition IS NOT about:  Change theory  An endorsement of any one of the hundreds of change models out there (we’re change model agnostic) Our Conversation Today…
  • 4. Agenda – Note change based on final outcome Plan  Define Success  Manage Expectations  Establish Controls  Define Roles Discover  Review Experiences  Audience Analysis  Impact Analysis  Identify Barriers Build  Establish Message  Build Communication & Marketing Plan  Build Training Plan  Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 4
  • 5. Change Management Overview All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 5
  • 6. Change Management All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 6  Your implementation can only be successful if it rolls out well  End user adoption  Understand the need  Maximize your investment in technology and business process  Organizations will only change if the individuals change first
  • 7. When To Start Change Enablement 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Project closure Project implementation Project design Project planning Project initiation Percent of respondents When did you start CM activities this time? When would you start CM activities next time? © Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
  • 8. 69% 67% 59% 54% 33% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Initiation (n=177) Planning (n=118) Design (n=95) Implementation (n=78) Closure (n=3) Percent of respondets that met or exceeded project objectives When change management efforts began Correlation of when change management efforts began to meeting project objectives © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report Change Implementation Related to Objectives
  • 9. Change Enablement Effectiveness © Prosci.From Prosci’s 2009 BestPractices in Change Managementbenchmarkingreport Correlation of change management effectiveness to meeting project objectives 16% 51% 80% 95% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Poor (n=111) Fair (n=259) Good (n=313) Excellent (n=65) Percent of respondents that met or exceeded project objectives Overall effectiveness of change management program
  • 10. Greatest contributors to success  Active and visible executive sponsorship  Frequent and open communications  Structured change management approach  Dedicated resources for change management  Employee participation All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 10
  • 11. When we don’t manage change effectively, we can expect: • Lower productivity • Passive and Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’ All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 11
  • 12. Change Management  Change produces some degree of stress in humans  Some people perceive change as a threat All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 12
  • 13. Change Management  People change at their own pace  You only have ONE chance at making a first impression All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 13
  • 15. • What does the change involve • When • Interim steps • Who is responsible for what • New policies • Where to find ongoing access to training KNOWLEDGE K K Your own footer Covers all the information people need to know in order to change: Four Fundamental Needs
  • 16. • New technologies • New processes and procedures SKILLS S S Covers all the things people need to be able to do in order to change: Four Fundamental Needs
  • 17. • Why this change is being made • What benefits can be expected • Why and how the change matters to the organization, culture, mission, etc. MOTIVATION M M Your own footer Four Fundamental Needs Refers to what people need to believe in order to change:
  • 18. • Success criteria and reporting • Program expectations • Management oversight & accountability STRUCTURE Your own footer S S Four Fundamental Needs Encompasses all the elements that ensure change happens, and reports on progress:
  • 19. KNOWLEDGE:  Communication  Documentation  Schedules & calendars  Memos, email  Meetings, teleconferences SKILLS:  Training & meetings  Practice & feedback  Checklists  Job aids  Coaches MOTIVATION:  Organizational “Story”  Marketing campaigns  Leader advocates  Positive reinforcement  Accomplishment celebration STRUCTURE:  Active Sponsorship & Support  Progress reports & follow-up  Feedback mechanisms  Ownership accountability  Advocacy program Typical Ways to Meet Needs
  • 20. Change Strategy All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 20
  • 21. Components of a Change Strategy Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 21
  • 22. Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 22
  • 23. Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Define Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 23 Plan your success metrics to confirm that you configure the system to allow access the data you need later.  System decisions must ultimately reflect how you hope to impact your organization
  • 24. Measuring Your Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 24 What metrics will your organization expect to see? What metrics can be added or adjusted to best show the impact you have made? What do you plan to accomplish with the initiative? Response: Response: Response:
  • 25. Measuring Your Success All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 25 Are there data points that will need to be collected outside of the system? Response: How will people know if they are using the system successfully? Response:
  • 26. Success Metrics All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 26 Success Metric Impact Measured How this will be collected Audience Frequency
  • 27. Setting Expectations All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 27 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items 30 90 180 365
  • 28. Expectations and Examples – include the explanations in the previous slide All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 28 30 • Roll-out 90 • Roll-out 180 • Tactical 365 • Strategic
  • 29. 30, 90, 180, 365 Day Expectations All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 29 Timeframe What will be measured How this will be collected Audience Method of Delivery Example- 30 Day Number of users who have logged into the system System reports HR Leadership Excel report
  • 30. Establish Controls 30 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items  Develop a Change Management project plan  Determine team structure to deliver change management  Understand post go-live process to ensure continued reinforcement and change process  Establish feedback channels
  • 31. Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Roles Needed to Execute Change 31 Sponsors •Make Decision to Change •Fund Change •Confirm Change and Support it Change Advocates •Change Leader •Communications •Marketing •Trainers •Influencers Change Targets •Those effected by the change
  • 32. Change Roles & Action Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 32 Change Role Expectations Of Role Organizational Unit Name Action Items Authorizing Sponsor Reinforcing Sponsor Change Advocates
  • 33. Discover All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 33
  • 34. Review Experiences All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 34 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What roll outs have you experienced recently?  What worked well?  What do you want to duplicate?  What did not work?  What do you want to avoid?
  • 35. Audience Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 35 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Groups to consider Executives Organizational Unit Leads Unions IT Human Resources End Users External, e.g. Partners and Vendors Who is impacted by the change?
  • 36. Audience and Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 36 How are they impacted by change? What motivates them? Who is impacted by the change?
  • 37. Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 37 What resistance might they have about this change? What is source of resistance (emotional, cognitive, behavioral)? Who influences these people?
  • 38. Impact Analysis All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 38 How can you leverage influencers to manage resistors? What do they need to KNOW relative to the change? What do they need to DO relative to the change?
  • 39. Impact Assessment All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 39
  • 40. Identify Barriers All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 40 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What are there barriers which will inhibit change? Political Geographical Financial Cultural Technical Informational Time Restriction Political Financial Technical
  • 41. Barriers Assessment All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 41 Barrier Type of Barrier How it Impacts Change Plan to Overcome
  • 42. Build All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 42
  • 43. Build Communication All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 43 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items To begin creating your message, start by building your ‘elevator pitch’  This gives you  Building blocks to build out future communications  Consistency, while allowing each person to develop their message on their own
  • 44. Establish Message: Brainstorming All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 44 Why did your organization decide to make this change? Brainstorming: Concise (Refined) Message:
  • 45. Build Communication All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 45 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items Deliver the right amount of data to your audience at the point they need the information
  • 46. Delivery of Materials What we need from you, How it effects you What to do, When to do it All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 46 Overall concept, High level
  • 47. Frequency of Message Utilizing multiple methods to reach your audience assures that your message is heard  Multiple deliveries are required for receiver recognition  Reference- television commercials  12 times  Single method delivery  Not effective All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 47
  • 48. Getting Your Message Heard In order to take the time to pay attention your message, the reader must have some reason to care  Executives or direct line management All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 48
  • 49. Marketing Communication Ideas All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 49 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items What can you use to create a buzz about the change? Options to consider Events Contests Campaigns Give-Aways
  • 50. How does your company communicate? What methods are most effective and for whom? What avenues do you have to deliver your message? Methods of Delivery All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 50 Options to Consider: Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters, Table Tents, Email Signatures, WebEx
  • 51. Communication Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 51 Audience What will be communicated Method of delivery Timeline Owner/ Author Executives and Human Resources Review of why we changed performance vendors, what the benefit of the new partnership will be, when the change will take place, and who will be impacted by the change PPT at monthly meeting 8 weeks before live VP of HR
  • 52. Finalize Your Communication Plan Once you have added all messages to the tables provided, you may find it helpful to transfer the dates to a calendar or add them to your project plan  This visual format tends to be more useful for better understanding deadlines  You may find it helpful to start with a calendar and work backward to add it to your Communication Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 52
  • 53. Build Training All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 53 Plan Define Success Manage Expectations Establish Controls Define Roles Discover Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Build Establish Message Build Comm & Marketing Build Training Identify Action Items How does your company learn?
  • 54. Training Delivery All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 54 What methods of training are available? Response: What methods are most effective and for whom? Response: What training methods worked well in the past? Where can you improve? Response:
  • 55. Training All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 55 Outside of training on technology, are there new processes or procedures to be integrated into the training? Response: How will training be delivered after the initial roll-out? Just in time training: Training for new hires:
  • 56. Training Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 56 Audience What are the skills to be trained Method of delivery Timeline Owner Regional admins Reporting Online training in LMS 3 days before live Project Lead
  • 57. Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 57
  • 58. 58 Action Items ID Follow-up Item Owner Comments 1 2 3 4 5 6
  • 59. Closing Thoughts As long as you keep the needs of people at the heart of your plan, there are many ways to orchestrate successful and lasting change.