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Presentation to HRPA Algoma January 29, 2015. My favourite saying… Fail to plan, Plan to Fail. 2.

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Presentation on theme: "Presentation to HRPA Algoma January 29, 2015. My favourite saying… Fail to plan, Plan to Fail. 2."— Presentation transcript:

1 Presentation to HRPA Algoma January 29, 2015

2 My favourite saying… Fail to plan, Plan to Fail. 2

3 Why does change management matter? Practical tools to employ to ensure basic change management strategies are in place. Focusing on the “People Side” of Change Management. Benefits of having a Change Management Plan. Objectives:

4 What is Change Management? Prosci’s definition of change management: Change management is the application of a structured process and set of tools for leading the “people side” of change to achieve a desired outcome. When change management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results. 4

5 No Change Management Strategy = How does poor or no change management strategy “show up”? 5

6 Prosci Change Management 6

7 7

8 The Business Side of Change Ensure the business case and driver behind the change are clearly understood. Ensure there is clarity around the actual change and the impacts of that change. Ensure there is clarity around how the change will be implemented. In order to create an effective change management plan/strategy there must be clarity around the why, what and how of the change. 8

9 Phase 1: Structure for Change Executive Sponsor Change Leader Steering Committee Project, Communication & Implementation Teams Roles & Responsibilities 9

10 Phase 1: Structure for Change How will we monitor progress? How will we work together? What are the ground rules? How often will we meet? What guidelines should we adopt? 10

11 The People Side of Change 11

12 Phase 2: Change Resistance Use ADKAR as a tool to ensure you have a robust plan and have addressed each element. Explore and understand the different types of resistance to ensure you have a robust change management plan/strategy: Intellectual Resistance Personal Resistance Cultural Resistance 12

13 Phase 2: What’s Your Plan? It is important to document and write it down. Who is going to do what and by when. Make it visual, communicate often, celebrate milestones and successes, reward early adopters. If you think about it, it is a dream or an idea. If you talk about it, it becomes exciting. If you write it down, it can become real. 13

14 Phase 2: Communication Strategy Roles & Responsibilities Stakeholder Assessment Message Planning Effective Messages Communications Media Sender Communications Vehicles 14

15 Phase 3: The Feedback Loop Determine your mechanism for feedback – be creative! Schedule debrief sessions with key stakeholders. Determine gaps and create plans to address. Use previous planning to manage resistance – tweak plans as necessary to be successful. Celebrate successes! Communication is key. 15

16 Phase 3: Having Issues? ElementRank (1 – 5) Awareness______ Desire______ Knowledge______ Ability______ Reinforcement______ 16

17 In the absence of:You will see: Awareness and Desire More resistance from employees. Employees asking the same questions over and over. Lower productivity. Higher turnover. Hoarding of resources and information. Delays in implementation. Knowledge and Ability Lower utilization or incorrect usage of new processes, systems and tools. Employees worry if they are prepared to be successful in future state. Greater impact on customers and partners. Sustained reduction in productivity. Reinforcement Employees revert back to old ways of doing work. Ultimate utilization is less than anticipated. The organization creates a history of poorly managed change. 17

18 If the gap is:Corrective actions: Awareness Communications by senior leaders about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts them directly Desire Look for pockets of resistance and identify the root cause, put plans in place to manage Knowledge Training on how to change and the skills needed after the change Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities Reinforcement™Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps 18

19 Successful Change Management 19

20 Benefits of Change Management Projects and initiatives that are delivered on time, on budget and with the intended results. Improved employee and stakeholder engagement. Trust and credibility for the next change. Reduce resistance to change. Ability to innovate and move forward. Make it fun! 20

21 21

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