1. Plan the implementation of change
PowerPoint presentation
Unit 341 (M&L 19): Implement change
Plan the implementation of change

2. Today’s objectives Recap of previous session
Understand the need for change
Understand the potential consequences of not implementing change
Understand the roles and responsibilities of a change management project team
Understand how to develop a plan that includes SMART objectives and resources
Understand how to brief team members on their roles and responsibilities and the objectives of the change
Understand how to gain acceptance to the need for change from team members and other stakeholders

3. The need for change
Can you think of a reason for change for both internal and external factors?
Complete group discussion

4. The need for change
There are many reasons as to why businesses may need to implement change. Reasons can usually be broken down into two categories. Here are some examples below:
INTERNAL
EXTERNAL
Review of policies and procedures
Changes in global markets
Accommodation issues
New competitors or technology
Pay structures
Government legislation
Employee feedback
Customer feedback

5. The need for change
Think of a change in your organisation. What factor do you think lead to this?
Complete group discussion

6. Consequences for not implementing change
It can be easy to ignore issues and not implement changes. Implementing change can be a challenging task. Not acting change can cause severe consequences for both the individual and the organisation.

7. Consequences for not implementing change
You have noticed that the customer service department is overstaffed and staff are often struggling to find work to keep them busy.
What do you think the consequence could be for not implementing the change?

8. Consequences for not implementing change
The Health & Safety Executive has issued new guidance on use of DSE equipment and have advised that staff are provided with computer monitor filter screens.
What do you think the consequence could be for not implementing the change?
Go through scenario and then complete group discussion of the consequence of not implementing change.

9. Consequences for not implementing change
You run a local shop and a competitor has opened up next door. You have noticed that the pricing is considerably lower.
What do you think the consequence could be for not implementing the change?
Go through scenario and then complete group discussion of the consequence of not implementing change.

10. Roles and responsibilities of the project team
When you are implementing change, you may need to establish a change management project team. You can break these roles down into two categories Core members Will be involved in the change project from start to finish and normally have a broad range of skills which will be applicable throughout the project. Non-core members May be brought in where specific skills are needed for a short period or to carry out a particular task.

11. Roles within the project team
Here are some examples of roles:
Change Project Sponsor
Change Project Manager
Team Members
Customer Representatives
Stakeholders

12. Roles and responsibilities of the project team
Look at the scenario on the worksheet.
Identify the responsibilities for each role member for the change project…
Complete worksheet

13. Plan the implementation of change
It is important to design a plan before you implement change. You will need to ensure that within your plan, you include SMART targets.
SPECIFIC
MEASURABLE
ACHIEVEABLE
REALISTIC
TIME BOUND

14. Plan the implementation of change
SPECIFIC A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six ‘W’ questions: *Who: Who is involved? *What: What do I want to accomplish? *Where: Identify a location. *When: Establish a time frame. *Which: Identify requirements and constraints. *Why: Specific reasons, purpose or benefits of accomplishing the goal.

15. Plan the implementation of change
MEASURABLE Establish concrete criteria for measuring progress towards the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal. To determine if your goal is measurable, ask questions such as: How much? How many? How will I know when it is accomplished?

16. Plan the implementation of change
ACHIEVABLE
Whilst an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, since these may be considered meaningless. The theory states that an attainable goal may cause goal- setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.
An achievable goal will usually answer the question ‘how’, for example:
How can the goal be accomplished?
How realistic is the goal based on other constraints?

17. Plan the implementation of change
REALISTIC
Realistic goals (when met) drive the team, department and organisation forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.
A relevant goal can answer yes to these questions:
Does this seem worthwhile?
Is this the right time?
Does this match our other efforts/needs?
Are you the right person?

18. Plan the implementation of change
TIMEBOUND
A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the SMART goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organisation. A time- bound goal is intended to establish a sense of urgency.
A time-bound goal will usually answer ‘when’, for example:
What can I do six months from now?
What can I do six weeks from now?
What can I do today?

19. Plan the implementation of change
You could also consider the use of a Gantt chart to track your progress.
Task
Jan
Feb
Mar
Apr
Task 1
Task 2
Task 3
Task 4
Go through chart with learners to explain its use
Completed
Not completed

20. How could you brief the individuals involved?
Briefing the team
It is important that you fully brief everyone involved in the change process. This is so that everyone is aware of the change, the reason behind it, their roles and responsibilities and the overall objectives of the change.
How could you brief the individuals involved?
Complete group discussion

21. Briefing the team
The best method to communicate the change will depend on the nature of the change and the location of the team.
Here are some examples.
Meetings
Ideal for people at the same location with a direct impact of the change
Team briefings
Ideal for larger groups to give an overall picture
Presentations
Ideal for core project team to gain a full understanding of the change process
Reports
Ideal for stakeholders to update on progress

22. How could this be achieved?
Gaining acceptance
In order for change to work effectively, it’s important that you obtain the buy-in from the people involved.
How could this be achieved?
Complete group discussion

23. Gaining acceptance Examples include:
Consult them before decisions are made and early enough to give them opportunity to influence policy
Allow them enough time and proper facilities to canvass views of others
Give an explanation if a proposal is put forward by an employee representative is rejected
Make a clear decision where agreement cannot be reached
Provide information promptly and helpfully
Hold effective consultation meetings with meaningful agendas, professional chairing and well worked out arrangements for reporting back

24. Any questions?