1. Prosci® ADKAR® Model Please read
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ADKAR is a registered trademark of Prosci, Inc. All rights reserved.

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

3. “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
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)
Productivity improvement initiative
Any business change requires individuals to do their jobs differently to be successful

4. 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

5. 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

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

7. The five building blocks of successful change
Prosci® ADKAR® Model
Awareness
Awareness of the need for change
Desire
Desire to participate and support the change
Knowledge
Knowledge on how to change
Ability
Ability to implement required skills and behaviors
Reinforcement®
Reinforcement to sustain the change
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

8. 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…
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

9. 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…
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

10. 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…
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

11. 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…
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

12. 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…
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

13. 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 revert back to old ways of doing work.
Ultimate utilization is less than anticipated.
The organization creates a history of poorly managed change.

14. 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
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.

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

16. ADKAR® applications Change management planning Diagnosing gaps
Developing corrective actions

17. 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

18. 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

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

20. Mapping ADKAR® to change management tools

21. 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

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

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

24. 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

25. Examples of ADKAR® profiles

26. 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

27. 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

28. Connecting ADKAR® and the current, transition and future states

29. Not everyone changes at the same paceD 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

30. Speed of change process

31. Speed of change process