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Agenda for presentation Individual change foundation Explanation of the ADKAR elements Application of the ADKAR Model

“Organizations don’t change – people within organizations change.” New strategy New product New ERP Focus on the customer Updated IT systems New marketing approach Mergers and acquisitions Online HR benefits system Productivity improvement initiative Tim: Organizations are making all sorts of changes to how they do business right now - from Six Sigma to TQM to productivity programs to new technologies and systems to new products and sales strategies. Can you speak to how ADKAR relates to the success of these types of initiatives? Can you give me a specific example of how an organization got the results it was looking for by using an individual perspective. Jeff: get into solution where new solutions, strategies, processes – reality is that deploying them doesn’t create benefit – benefit comes from people adopting and utilizing them – neglecting can result in solutions not being used (ERP with people still using old spreadsheets) Any business change requires individuals to do their jobs differently to be successful

Individual perspective From page 1 of the ADKAR book*: The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person. You cannot manage change at an organizational level until you know how to manage change with a single individual. * ADKAR: A model for change in business, government and our community by Jeff Hiatt

The ADKAR Model ADKAR describes the required phases that an individual will go through when faced with change ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools

“Everyone thinks of changing the world, but no one thinks of changing himself.” Leo Tolstoy

The five building blocks of successful change Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change

The ADKAR Model Awareness of the need for change. What is the nature of the change? Why is the change happening? What is the risk of not changing? For your employees, what is the level of Awareness of the need to change? Pull Q&A from book…

The ADKAR Model Desire to support the change. Personal motivation to support the change Organizational drivers to support the change For your employees, what is the level of Desire to support and participate in the change? Pull Q&A from book…

For your employees, what is the level of Knowledge on how to change? The ADKAR Model Knowledge on how to change. Knowledge, skills and behaviors required during and after the change Understanding how to change For your employees, what is the level of Knowledge on how to change? Pull Q&A from book…

The ADKAR Model Ability to implement new skills. Demonstrated ability to implement the change Barriers that may inhibit implementing the change For your employees, what is the level of Ability to implement the change? Pull Q&A from book…

The ADKAR Model Reinforcement to sustain the change. Mechanisms to keep the change in place Recognition, rewards, incentives, successes For your employees, what is the level of Reinforcement to sustain the change? Pull Q&A from book…

Without ADKAR 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 will revert back to old ways of doing work. Ultimate utilization is less than anticipated. The organization creates a history of poorly managed change.

ADKAR ADKAR describes the key building blocks for successful change personal or professional Success with change requires all elements of the ADKAR model to be present Awareness Desire Knowledge Ability Reinforcement

Applying ADKAR to different organizational changes Or twenty people… Or five people… Change with one person A D K A R Or 1000 people…

ADKAR applications Change management planning Diagnosing gaps Developing corrective actions

Using ADKAR for change management planning Organizational change is successful when: Everyone who is impacted by the change has the five ADKAR building blocks The goal is to build A, D, K, A and R

Organizational change management Five levers for organizational change management Communication Sponsorship Coaching Training Resistance management Using the right tools, you can move the organization through ADKAR You can’t train desire You can’t communicate ability

Mapping ADKAR to change management tools Communications Sponsor roadmap Why are these channels critical for change management? What is the goal of each tool? Training Resistance mgmt Coaching

Mapping ADKAR to change management tools

Diagnosing gaps with ADKAR ADKAR describes the building blocks and sequence for successful change When changes are failing, ADKAR can be used to identify which element is the root cause for the change not being successful

ADKAR assessments Work with employees to assess their level of Awareness, Desire, Knowledge, etc. ADKAR worksheets Personal change Business change Strategy change

ADKAR assessment (simplified) Element Rank (1 – 5) Awareness ______ Desire Knowledge Ability Reinforcement

ADKAR profiles The results of the ADKAR assessment can be shown in a bar graph The first element scoring below a ‘3’ is where corrective actions should be focused – this is the barrier point

Example ADKAR profiles

Developing corrective actions with ADKAR The ADKAR model helps to identify the barrier point – the root cause of why the change is not taking place

Developing corrective actions with ADKAR 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 Immediate supervisors use Prosci’s top-10 steps for managing resistance; Look for pockets of resistance and identify the root cause Knowledge Training on how to change and the skills needed after the change; Involvement of training and HR groups to develop requirements Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities; Troubleshooting Reinforcement Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps

Connecting ADKAR and the current, transition and future states

Not everyone changes at the same pace D K R Person A A D K R Person B A D K R Person C A D K R Person D A D K R Person E A D K R Person F A D K R Person G A D K R Person H A D K R Person I

Speed of change process

Speed of change process