Professional Certificate in Strategic Change Management Planning for Change 06 – 10 March 2017

Planning for Change Effective change management requires vision, commitment, involvement and action by many in the organization The prerequisites Understanding of the plan and the objectives Top Level Commitment Stakeholders Identified Awareness and Communications Management Structure Project Management Change Management

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Who is involved in managing change The change management resource on a project plays the role of enabler for the people side of the initiative The conductor of the orchestra The director of the play Effective change management requires involvement and action by many in the organization

Senior leaders Why is this group important? Active and visible sponsorship is identified as the top contributor to overall project success Senior leaders are one of two preferred senders of messages about change What is this group’s role? Participate actively and visibly throughout the project Build the needed coalition of sponsorship with peers and other managers Communicate the business messages about the change effectively with employees

Managers & Supervisors Why is this group important? Managers and supervisors are the other preferred sender of messages about change This group has a unique and well-developed relationship with the employees being impacted by the change What is this group’s role? Communicate the personal messages about the change with their direct reports Conduct group and individual coaching sessions Identify, analyze and manage resistance Provide feedback to the rest of the change management ‘gears’

Employees Why is this group important? What is this group’s role? Employees will ultimately make changes to how they do their day-to-day work Their acceptance and use of the solution determines the success of the intervention and the ongoing benefit derived from the change What is this group’s role? Seek out information related to the business reasons for change and the personal impact of the change Provide feedback and reaction to the change and the change management efforts Take control of the personal transition using an individual change management model

Project team Why is this group important? What is this group’s role? The project team designs and develops the ‘change’ – they are the ones who introduce new processes, systems, tools, job roles and responsibilities This group provides much of the specific information about the change to the other ‘gears’ What is this group’s role? Provide timely, accurate and succinct information about the change (or project) Integrate change management activities into project management plans and activities

Change management is like project management However, it is the ‘people side’ of change Both aim to deliver value to the business by supporting initiatives and projects

The role of HR The role of HR in major changes can be critical particularly when they will be changes to staff roles and conditions of employment. E.G. Redundancy, Location Changes, Role Change, Responsibilities Change, Salary and Allowance Changes, Organization Transfer, Early Retirement, etc. Key skills for HR in change A major contribution HR can make in any change process is understanding the structure, ensuring it is applied, and educating everyone involved: the leaders, the teams running work-streams and those directly and indirectly affected. This takes some skill to achieve and it is worth considering here some of the most important capabilities needed. Recognising when change is happening Change comes in many sizes: large, medium and small. It tends to gain people’s attention when it is large-scale and systemic, for example when a merger is underway, HR is going through full transformation, a company-wide IT system is being implemented or a company is relocating. In these circumstances there will usually be a project plan with multiple work-streams, access to the change leaders should be quite simple and HR will normally have a natural platform for ensuring the structure of the change is considered in establishing the plans. In smaller change situations, the fact that “change” is occurring at all is often missed and it proceeds unmanaged and without structure. Smaller changes need to be managed just as well and as thoughtfully as large ones and HR needs the skill to notice the smallest of them for what they are. For example the restructuring of a single department resulting in a few redundancies does not register on most people’s change Richter scale: it’s a redundancy exercise, not a change project.  Wrong. For everyone in that department and anyone tangentially connected to them, it constitutes a huge change and should be managed accordingly.  Sadly the focus is often on the robustness: complying with the law in executing the redundancies, while ignoring how well-thought through the plan is in the first place, how expected or unexpected it will be given the company’s history and what the emotional impact on those remaining will be.

Change management and project management Technical side of the project (hard delivery) People side of the project

Comparing processes HARMONY Project management Initiation Planning Executing Delivery Monitoring and controlling Closing Process groups defined in the Project Management Institute’s PMBOK® Change management Organizational: Preparing for change Managing change Reinforcing change Individual: Awareness Desire Knowledge Ability Reinforcement HARMONY

Comparing tools Project management Change management Statement of work Project charter Business case Plans Work breakdown structure Budget estimations Resource allocation Schedule Tracking Change management CM Plans Individual change model Readiness assessment Communication plans Transition Coaching plans Training plans Resistance management Reinforcement