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10/6/20141 The PeopleSide of Change Agenda Why is the People Side of Change Important Components of a Successful Change Program How We Get There.

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Presentation on theme: "10/6/20141 The PeopleSide of Change Agenda Why is the People Side of Change Important Components of a Successful Change Program How We Get There."— Presentation transcript:

1 10/6/20141 The PeopleSide of Change Agenda Why is the People Side of Change Important Components of a Successful Change Program How We Get There

2 10/6/20142 Why Should We Care? Organizations need to become flexible and nimble to deal with a fast paced world –New products, markets –New methods for cost cutting, efficiency –Risk, regulatory requirements Service Management –Minimize the need for expensive support –Responsible or accountable for ensuring users are ready for new applications or services

3 10/6/20143 Guiding Principles If the target for the change –Doesn’t know about the change –Doesn’t know what is expected of them –Doesn’t have the skills Then implementation will not occur. Install to make available, to set up for use Implement to make use of, to put into effect 1. InstallationImplementation

4 10/6/20144 Guiding Principles 2.Minimize the disruption Change causes disruption –Every time we communicate, over communicate, miscommunicate or don’t communicate –When we deliver the good training, bad training, not enough training, too little training, too soon or too late –Fear, frustration, and other negative emotions –Breaking habits and learning new ones

5 10/6/20145 Guiding Principles 3.Focus on the end user Take a holistic view of all the audience needs Remove the roadblocks to change Result is a faster, smoother change transition

6 10/6/20146 Building A Successful Change Program Sponsorship Communications Training Support Tracking & Measurement Requirements Analysis Audience Analysis Risk Assessment & Risk Response Planning Change Education Testing Project Management The ProgramHow We Get There

7 10/6/20147 Sponsorship – legitimizes the change An individual or group who has the power to: – make decisions – provide the resources – apply consequences An effective sponsor –Is active and visible throughout the change initiative Cascading sponsorship How to help your sponsor When to pull the plug

8 10/6/20148 Communications – the GLUE that holds implementation together Communication is more than sending a message Roadblocks to effective communication –Sender focussed –Fuzzy, incomplete  key message not clear –Marketing slant  ‘selling’ the benefits, ignoring the challenges –Poor packaging –Wrong medium - –Wrong sender –Wrong timing Consider bringing in the professionals

9 10/6/20149 Communications – the GLUE Behind the scenes –Governance –Version control –Scheduling & tracking –Address lists –Feedback loops

10 10/6/ Training – providing the skills and confidence GOAL: Provide the end user with the skills they need, when they need them in the most cost effective manner possible Thorough Analysis –Audience size, groups, environment, location, skills –Amount of learning required –Complexity of concepts –Risk if learning isn’t done

11 10/6/ Training – providing the skills and confidence Richness of the learning program –Number of training approaches –Quantity of learning material –Amount and type of testing for learners –Level of support required during learning period –Tracking learning completion –Amount and level of review and testing of the learning materials Other concerns –Timing of the learning delivery –Logistics, technology, packaging –Need for evergreening –Evaluation –Including ALL the costs

12 10/6/ Support - the safety net & face of the project TYPE OF SUPPORT Pre Rollout During Rollout Post Rollout Information: YYY Learning: Y Product Usage: Y Coaching: YYY Determine ALL support requirements

13 10/6/ Support Use existing support channels where possible Train support providers first; train them well Do a walk through of the support structure –Gaps –Duplication –Who does what Maintain communication with all support providers

14 10/6/ Measurement – our compass During Rollout –Measuring your communication effectiveness –Tracking learner progress –Analysing support requests Effective evaluation –Set clear goals FIRST –Determine how data will be collected, processed and used –Find the most efficient way to measure –Assess the total cost of measuring

15 10/6/ Successful User Readiness Program Sponsorship Communications Training Support Tracking & Measurement Requirements Analysis Audience Analysis Risk Assessment & Risk Response Planning Change Adoption Education Testing Project Management The ProgramHow We Get There

16 10/6/ Change Analysis Change scope business rationale for change kind of change – technology, process, organizational, cultural single change or multiple complexity of change desired implementation dates risk to organization if change does not take or is slow to take

17 10/6/ Audience Analysis How many people How many lines of business How many job groups How many languages Geographical distribution Targets, agents, sponsors and advocates How is each audience affected by the change Large complex audiences are best analysed and tracked with a database for both communications and training

18 10/6/ Risk Assessment & Risk Planning Works with the overall project risk assessment Focus is on people risk: –Where do we expect resistance, why and to what degree? –Where do we have potential sponsorship gaps and why? –is the business rationale lacking or difficult to understand? –Has the corporation had recent project failures? –Are timelines tight? –What is the overall business risk if this initiative fails?

19 10/6/ Change Education Overall project team needs to understand both the need for change adoption focus and the particular methodology in use Often sponsors are willing to be good sponsors but do not know how Change agents need to understand what their role is and isn’t Sometimes it is useful to provide information to executive stakeholders, individual business units, other external business partners

20 10/6/ Testing Many levels and types of testing based on the scope of the change –usability testing of the ‘product’ may be required as input to the training requirements –training program may require separate testing –overall pilot implementation with a small subset of the overall audience

21 10/6/ Project Management Disciplined approach needed to manage all components Common ‘language’ with the rest of the project team Identify and reduce overlap with broader project tasks, especially analysis Maintenance and turnover

22 10/6/ Project Planning

23 10/6/ Keys to Successful Change * Active and visible sponsorship Structured approach to managing change Frequent & open communications around the need for change Dedicated resources for change management Employee participation * From the 2007 Best Practices in Change Management Benchmarking Study – ProSci


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