1. The document discusses various models and theories of change management and the change process. It outlines the typical phases of change management including preparing for change, initiating change, and maintaining change. 2. Key aspects of successful change management are identified such as developing a vision, selecting change champions, stakeholder analysis, communication, and continuous improvement. Cautions around change management like imposing values and ensuring informed choice are also noted. 3. Several theories of change are summarized, including Kurt Lewin's force field analysis, E.H. Schein's general change model, and Prochaska's stages of change model involving precontemplation, contemplation, preparation, action, and maintenance

1. Driving HR Initiatives Gautam Ghosh Mehjabeen Shalam Vibha Rai 31 st July , 2006

2. “support function” / “cost center” / “bureaucratic drag” or …

3. Are you “Rock Stars of the Age of Talent” - Tom Peters

4. Role of HR

5. HR has 4 roles and 16 accountabilities (extended from the dave ulrich model, used with permission from Rich Vosburgh, PhD) people processes future/strategic focus operational focus strategic partner strategic hr planning hr as business partner culture and image change agent staffing organizational design survey action planning performance measurement training and development employee relations expert employee relations labor relations safety & workers’ compensation diversity and eeo administrative expert compensation benefits hr information systems compliance

6. Change Management Phases

7. Project Implementation / Change Management Alignment Identifying Change Business Blueprint Gap Analysis Determine Business Requirements & Process Monitoring Change Go Live / Support Status Support/Audit Follow-up Training Initiate Change Final Preparation Execution Training Realization Preparing For Change Action Plans Configuration Development Business Process Areas of Change Management Business Process Change Roles & Responsibilities Competency Skills Computerization/ Automation Changes Change Tasks Change Model Implementation Phases Implementation Tasks

8. Change Management Process Model Develop Vision Select Change Champions I Identifying need for change Stakeholder Analysis Create Awareness Build Support Develop Change Plan II Preparing for Change Communicate Changes Implement Change Help People Adjust III Initiating Change Communications, Consistency Continuous Improvement Plan IV Maintaining Change

9. Cautions Imposing your own values/judgments Beware of negative responses Compliance v/s informed choice

10. The process of change Behaviors Knowledge Attitudes Values and Beliefs

11. Theorists of Change Kurt Lewin force field analysis E.H. Schein general change model R. Havelock theory of change J Prochaska model of change C. DiClementi

12. Target Promoting Change Helping forces Hindering forces Force Field Analysis Required direction

13. General Change Model E.H. Schein

14. Unfreezing Changing Re-freezing Disconfirming forces Psychological safety Acquire new information single model scanning Personality/culture integration Confirmation Reinforcement A Model of Planned Change Schein 1972

15. Theory of Change R. Havelock

16. In order for change to be successful and lasting, different strategies need to be used in different circumstances

17. The process of change Precontemplation Client sees no problem Premature way out Contemplation Weighing up pro’s & Cons of changing Success Active Changes Putting decisions into practice Maintenance Actively maintaining change Relapse Return to previous patterns of behavior Start

18. Precontemplation Motivation People are motivated to change when they: become aware of the need experience physical, psychological, spiritual discomfort feel powerful & in control have a sense of purpose

19. Contemplation Preparing to change Clarification force field analysis (listing and weighing up pros and cons) cost/benefit analysis self monitoring diaries questionnaires discussions Consequences alternative outcomes groundwork for successful re-freezing Set Aims and Objectives

20. Active Change Reorganize patterns of behaviour Find substitutes Cue - reminders Engineer success Activate reinforcers Use support Take one day at a time

21. Maintenance All of the above and then some!

22. Relapse Targets too high? Rewards too far away? Unforeseen crisis Quality of support Coping with negative consequences (eg: anxiety)

23. Evaluation of Change Specific, measurable goals / objectives Measure incremental change Use valid tools that are sensitive to change

29. Thank You!