More Related Content Similar to Change-Management-Workshop-Presentation.pptx Similar to Change-Management-Workshop-Presentation.pptx (20) Change-Management-Workshop-Presentation.pptx1. Change Management Template
February 10, 2024
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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
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5. Change Management Overview
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6. Change Management
All information herein is strictly confidential and may not be shared or reproduced.
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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
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
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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’
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12. Change Management
Change produces
some degree of
stress in humans
Some people
perceive change as a
threat
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13. Change Management
People change at
their own pace
You only have ONE
chance at making a
first impression
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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
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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
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22. Plan
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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
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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
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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
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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
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Success
Metric
Impact Measured How this
will be
collected
Audience Frequency
27. Setting Expectations
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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
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30
• Roll-out
90
• Roll-out
180
• Tactical
365
• Strategic
29. 30, 90, 180, 365 Day Expectations
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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
32. Change Roles & Action Plan
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Change Role Expectations Of Role Organizational
Unit
Name Action Items
Authorizing
Sponsor
Reinforcing
Sponsor
Change
Advocates
33. Discover
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34. Review Experiences
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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
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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
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How are they impacted by change?
What motivates them?
Who is impacted by the change?
37. Impact Analysis
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What resistance might they have about this change?
What is source of resistance (emotional, cognitive, behavioral)?
Who influences these people?
38. Impact Analysis
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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
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40. Identify Barriers
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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
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Barrier Type of Barrier How it Impacts Change Plan to Overcome
42. Build
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43. Build Communication
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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
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Why did your organization decide to make this change?
Brainstorming:
Concise (Refined) Message:
45. Build Communication
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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
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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
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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
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49. Marketing Communication Ideas
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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
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Options to Consider:
Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters,
Table Tents, Email Signatures, WebEx
51. Communication Plan
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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
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53. Build Training
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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
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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
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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
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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
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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.