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.

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

3. “let’s roll out
another HR
initiative!”

4. This is your VP of Sales...

6. effective change demands
open communication and
collaboration between willing
and motivated parties across
the business

7. a tale of a...
PERFORMANCE MANAGEMENT PROCESS

8. identify
potential benefits
of change
in alignment with
business needs

10. gather
the
evidence

11. CHANGE
MANAGEMENT
trust and buy-in...

12. what we did...
• defined outcomes in
alignment with
business needs
• values &
performance
• measurable
business goals
• create EE line-of-sight
• assembled team
(champions &
detractors)

13. understand
motivation factors

14. the pulse
of the
organization

15. culture
reward system
structure of work
leadership style

16. clarify
(and describe exactly)
what behaviors will
need to change

17. what we did...
• evaluation of
organizational
readiness
• current knowledge
• existing skills
• evaluation of time
and opportunity
factors
• evaluation of
motivational factors

18. communicate
for
action

19. ready the
equipment

20. speak the language of your audience

21. "On Death and Dying" by Dr Elisabeth Kubler-Ross (1969) Scribner Publishing Group

23. what we did...
• developed 3 month
pilot program
• rolled out to
organization
• pilot participants
shared their
stories
• pilot participants
assisted in
crafting of
communication

24. sustain the
commitment to change

25. you’ve set a
common direction
you’ve provided
people with tools
and training
now it’s time to provide ongoing
support and reinforcement

26. invest in time and
resources
take a disciplined
approach to
measurement
managerial behavior change:
trusted and empowered

27. what we did...
• training resources
and library
• managers held
accountable
• ongoing
communication to
all audiences
• success stories
• reports/metrics

28. #winning
persuasiveness & influence

29. let’s connect!
Robin Schooling, SPHR
@RobinSchooling
HRSchoolhouse.com
SilverZebras.com
robin@silverzebras.com