This document provides guidance for managers on coaching employees through the change management process. It outlines key strategies and competencies required, including selecting an effective change management strategy, engaging senior management sponsorship, effective communication, understanding resistance to change, and sustaining change over time. The document also discusses assessing skills gaps and developing training plans to prepare both managers and employees for change.

1. Managers Guide for Coaching Human Capital in Change Management Issues Change Management Strategy Sponsorship Communications Education and Training Understanding Resistance Sustaining Change MET MG 743 Group 3 – Team A Benjamin Mellino Jody-Ann Strachan Margaret Early Michaela Knaplund Sheryl Dantzler April 19, 2009

2. Human Capital and the Change Management Process This tool serves as a road map for managers challenged with the task of guiding human capital through the process of change. Outlined herein are the competencies, from selecting a change management strategy to sustaining change through rewards and recognition, required to effectively accomplish that goal. The change management strategy Engaging senior management Awareness through communication Educating managers and employees Understanding resistance to change How to sustain change

9. Website Business Performance Understanding Resistance to Change Implement Balanced Scorecard Performance Measurement System Strong support from CEO Incentive Program Help from vendors Customer Demands Legislative Sanctions Drivers for Change Resistors of Change Mistrust amongst managers and employees “ Worn out” by constant change Union Resistance Poor communication channels Staff reluctance to use new technology Low Resources

11. Website Business Performance Understanding Resistance to Change Basic Types of Personal Reactions to Change Enthusiasts These change recipients are intrinsically wedded to the change idea. They may agree dispassionately that the change will be of benefit to the organization, or they may stand to receive some personal gain from the change, such as a guarantee of job security, more status or a higher salary. Enthusiasts will use opportunities to broadcast approval for the change and will try to convince others of its merits. They will also model the new behavior early and will volunteer for membership of teams. These early adopters may also make good choices as trainers and coaches during the implementation process. Followers Followers range from those that are generally compliant, wishing to take the path of least resistance, to those that are initially reticent to adapt, but eventually do so once they accept the inevitability of the change. These change recipients will do what is required, but no more. Objectors Objectors will display their resistance to change whenever the opportunity arises. They may disrupt meetings, not attend training, take unapproved leave and refuse to carry out instructions. Objectors will continue to use superseded systems and processes when others are taking up the new ways of doing things. They are not averse to arguing with managers and fellow workers and will try to convince others to continue with the old ways. In a unionized environment, resistance can take the form of strikes, lockouts, “work to rule”, legal challenges and boycotts. Underground Change recipients working for the underground have solid motivations for not making their resistance public. They may fear direct punishment, such as termination or fines, or more personal costs, such as ridicule or loss of status and authority. Managers who are against the change but need to be seen to be in support of it are prime candidates for promoting underground resistance. This style of resistance is, by its nature, always covert and can take many forms. Common among these are falsifying reports, inputting incorrect data, stealing, damaging infrastructure and equipment, using sarcasm, spreading rumors,

14. Communications Sponsorship (Prosci, 2008) Preparing the Manager for Change Leading Employees through Change Empowering employees through communication and education Understanding the effects of the impending change on the manager role Adapting to the change that is happening Developing competencies to manage the change Managing employees through the transition by understanding resistance Reinforcing change and celebrating success with rewards and recognition

15. References Caproni, P. (2005). Management skills for everyday life (2nd ed.). Upper Saddle River, NJ.: Pearson Education. Change Management Fundamentals: An Introduction to Change Management. (2008, June). Corporate Leadership Council. Retrieved April 10, 2009 from http://hosteddocs.toolbox.com/change-management-fundamentals.pdf. Change Management Guide for Managers . (2008). Change Management Learning Center. Retrieved April 10, 2009 from http://www.change-management.com/managers-guide.htm. Change Management Tutorial Series-Prosci . (2007). Change Management Learning Center. Retrieved April 13, 2009 from http://www.change-management.com/tutorial-2007prep-strategy.htm. Gore, A. (June, 1997). Serving the American Public: Best Practices in Performance Measurement , 6-8. Retrieved April 11, 2009 from http://govinfo.library.unt.edu/npr/library/papers/benchmrk/nprbook.html. Rewards and Recognition in Knowledge Management . (July, 2002). Retrieved April 11, 2009, from http://www.providersedge.com/docs/km_articles/Rewards_and_Recognition_in_ KM.pdf. Website Business Performance Retrieved 4/15/09 from website: http://www.businessperform.com/html/resistance_to_change.html.