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Change Management in Talent Acquisition
The document outlines a recruitment process transformation strategy, covering key areas such as defining success, planning integration with the wider business, and tracking changes. It emphasizes the importance of celebrating wins and continuously improving based on metrics that matter. Additionally, it states the confidentiality of the document and outlines legal disclaimers regarding its content.
Change Management in Talent Acquisition
- 1. www.beamery.com Private & Confidential– Do Not Share © Beamery Inc. All rights reserved. Recruitment Process Transformation Managing the Change
- 2. www.beamery.com Private & Confidential– Do Not Share © Beamery Inc. All rights reserved. Agenda 1. Why you are making the change? 2. Defining what success looks like 3. Plan how it fits in with the wider business 4. Keys to system success 5. Celebrate the wins 6. Track the change www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 3. Why? www.beamery.com Private & Confidential– Do Not Share © Beamery Inc. All rights reserved.
- 4. Define what successlooks like Continuous Phase 1 Phase 2 Phase 3 Phase 4 www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 5. Plan how itfits in with the wider business Communication Integration Adoption Reaction www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 6. Keys to systemto success ROI Success People & Change Process Technology Strategy www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 7. Celebrate the wins Analysethe success stories Community of Practice Good news stories Focus on what is working www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 8. Track the change Focuson what is successful Metrics that matter Learn and continuously improve Every company is different www.beamery.com Private & Confidential – Do Not Share © Beamery Inc. All rights reserved.
- 9. www.beamery.com Private & Confidential– Do Not Share © Beamery Inc. All rights reserved. Copyright and Non-Disclosure Agreement This document and all content is strictly confidential and only for the intended recipient. If you have received this document other than directly from Beamery Inc., please notify legal@beamery.com immediately. Any retention, use or disclosure of this document and all content not expressly authorised by Beamery Inc. is prohibited. Beamery Inc. is, unless otherwise stated, the owner or authorized user of all copyright and other intellectual property rights in this document and its contents. No part of this document may be published, distributed, extracted, re-utilized, or reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication), except as agreed in writing by Beamery Inc. or as permitted by applicable law. Beamery Inc. is organized under the laws of the State of Delaware, USA with file number 5469735. Beamery Limited is incorporated in England and Wales under company number 08342136 with its registered office at 2nd Floor, Block A Stapleton House, 110 Clifton Street, London, United Kingdom, EC2A 4HT. © Beamery Inc. 2018. All rights reserved.
Editor's Notes
- #4 Why are you making the change? Its is important that you understand why you are making the change (regardless of what they might be) You need to articulate it and communicate it The end user needs to know and believe in why we are changing the status quo
- #5 Effective change management begins with clarity on what success looks like .Evaluating current state against ultimate success allows for early identification of potential obstacles, strategies to overcome obstacles and contingency plans to course correct if obstacles cannot be effectively overcome. But be realistic in the expectations Break things down into milestones that you want to achieve in each period
- #6 Communicate the change in the vision, often, powerfully and convincingly. Connect the vision with all the crucial aspects like performance reviews, training, etc. Handle the concerns and issues of people honestly and with involvement. Breakdowns are often because of a communication challenge Transformation and system deployments fail to meet their objectives when the human side of change is not planned for and managed effectively. The Change Management strategy includes building situational awareness of the change – understanding the scope of the change, who is being impacted by the change, etc. analysis of the risk and resistance to change. Adoptions 2 main areas to strategy Deliberate – the planned and intentional things Emergent – things that change all the time and you need to react to them
- #7 In order to maximise efforts in achieving both a successful implementation and the business benefits you are looking for, it's important to place emphasis on 4 key areas: Change Management - Skill baselining, upskilling (levels), training, SME’s, talent communities Strategy (Global and Local) - Proactive sourcing, Target profiles, effective channels, effective role management, talent pooling Process - Step by step, tagging, experience design, cheat sheets
- #8 -With quick wins early in the process you have early victories you can share as good news stories throughout the team to drive adoption. - Achieve continuous improvement by analysing the success stories individually and improving from those individual experiences. Community of practice – trust is the currency of change Working in a collaborative way. Workshops Bring people in (need collaborative work, resistance, so aren't too fluffy) internal folks, not just tell and sell
- #9 Change Tracking: Using analytics to guide successful change programs. By tracking the metrics that matter you are in a position to determine how successful your change has been (important to get them in early) React to things that haven’t gone well and focus efforts on things that have been successful Change management is a continuos process, learn from what you have done and let it influence the way you work moving forward Every change is different in every company (that’s why it is contextual and conceptual, facilitate the environment with leaders to set up what works for your business)
- #10 Yes, unfortunately too often. It's painful to see because you see so much wasted resource and money on what was fundamentally a good change of strategy. They just needed to set up themselves up for success better. It is also much harder to make the change once the it's gone wrong the first time, as you get a bad taste for it and the resistance to it is already there. An interesting question. What comes up a lot is when an organisation has a good strategy, a good tool and a solid process, but they haven't fully thought about their end users skill or time restraints. For instance a company where they have HRBP's responsible for recruiting. These people, through no fault of their own don’t have the time or the background to proactively source candidates and changing the technology you use and putting in place a innovative new strategy isn't going to change that. Companies like this need to take a step back and thing about a change in team structure and dynamics.