change management and hr technology projects

The role of Change Management in HR Technology projects

25 September 2008

Without change management

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• Projects usually

– Make a step change

– Introduce new

– Improve the organisation

• They are connected

Projects and Change

Technology

But...

Organisation

Culture

Process

People

Behaviour

Knowledge

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15%

Why?

We trained hard, but it seemed that every time wewere beginning to form up into teams we would bereorganised. Presumably the plans for ouremployment were being changed.

I was to learn later in life that, perhaps because weare so good at organising, we tend as a nation tomeet any new situation by reorganising; and awonderful method it can be for creating the illusionof progress while producing confusion, inefficiencyand demoralization.

Charlton Ogburn, Jr 1957

The change curve

Saying Goodbye

Shifting into Neutral

Moving Forward

Adapted from Managing Transitions by William Bridges

Saying Goodbye

Saying Goodbye….

• Processes of working

• Technical systems

• The knowledge and skills used in

the “old world”

• Established routines

• Current behaviours

People need to say goodbye to:

• Confusion why they need to change

• Fear of what is next

• Sadness of letting go

• Relief even at saying goodbye to

inefficient working

• Excitement towards new possibilities

and new skill development

Emotions people experience:

Saying Goodbye

Shifting into Neutral

Moving Forward

Shifting to neutral

Shifting to neutral….

• Resistance to the proposed change being

• Confusion as old habits are gone, but the

new ones are not established

• Stress about succeed in the future

• Innovation towards creating a new future

• Motivation to get involved in the process

• Anticipation of the new way of working

Emotions people experience:

Saying Goodbye

Shifting into Neutral

Moving Forward

Moving Forward

Moving Forward…

• New processes

• New systems

• New skills

• New policies

• New people

• New environments

People have:

• Relief that the change is over

• Achievement at executing the

change

• Excitement about new skills

and succeeding in the new

environment

• Apathy towards the new way

Emotions people experience:

Saying Goodbye

Shifting into Neutral

Moving Forward

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Change management frameworks

Change management frameworks

• Lewin

• Bullock & Battern

• Kotter

• Beckhard & Harris

• Nadler & Tushman

• McKinsey

• William Bridges

• Senge

• Stacy & Shaw

Every consulting firm on the planet

?

The right approach for the

right situation

Change management frameworks

Approach Uses

Lewin Good for analysing change at the start

Bullock & Batten Good for simple isolated changes

Kotter Great approach for large or small changes, does imply a linear approach

Beckhard & Harris Simple change formula (C=[ABC]>X) for analysing change at any point in the process

Nadler & Tushman Good checklist for what should be covered in change

McKinsey Seven S Encourages problem focus & looks at change from interdependent subsystems.

William Bridges Good at tackling inevitable change

Carnall Another good checklist

Senge Different approach, start small and grow. Don’t plan everything up front as you cannot control change.

Stacey & Shaw A new framework promoting the fact that there are no easy solutions. Not very prescriptive.

Adapted from Making Sense of Change Management by Cameron & Green

The change implementation process

Project implementation

Start up

Initiation

Design &

Build

Deploy

Transition to Support

Close Down

Change implementation

Change Initiation

Planning

Implementation

Solidification

Close & Review

Change Initiation

Planning

Implementation

Solidification

Close & Review

How do they go together?

Startup Initiation DeployDesign & Build Transition Close Down

Saying GoodbyeShifting into

NeutralGoing Forward

Change Initiation

• Steps

– Initial business case for change

– Define objectives

– Clarify to end state

– Complete initial stakeholder analysis

– Assess change readiness

– Develop a plan for the planning phase

Planning

• Steps– Finalise business case to change

– Revise stakeholder analysis and initiate engagement

– Define the high level changes in:• Strategy

• Organisational structure

• Processes

• Behaviours

• Skills

Planning

• Steps

– Plan change specific communication

– Conduct change impact assessments

– Document current change capability of the organisation and plans to increase

– Develop your change teams

Implementation

• Steps

– Monitor stakeholder analysis engagement

– Implement change specific communication, including promotion of successes

– Implement plans to increase change capability

– Conduct training needs analysis & implement training

Implementation

• Steps

– Conduct organisation design

– Implement work practice changes

– Monitor overall progress

– Deal with issues & modify the plan as required

– Develop your plans for solidification

Solidification

• Steps

– Work with key stakeholders to ensure business strategy incorporates outcomes of the change program

– Ensure new processes are incorporated into “business as usual”

– Ensure position descriptions are updated to include new behaviours and skills

Solidification

• Steps

– Ensure performance management processes are updated to reflect the behaviours and cultures of the organisation

– Ensure compensation & benefits are updated to reflect the behaviours and cultures of the organisation

Close & Review

• Steps– Confirm that the plan has been fully implemented

– Release change specific resources

– Hand over outstanding activities

– Document benefits achieved to date and plans for measurement of future benefits

– Report on• What went well?

• Where are the improvement opportunities?

• Were there any implementation gaps?

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Success factors

Success factors

• Be able to describe the change in 1 minute or less• Ensure all the details are planned with accountabilities• Understand the impacts• Plan the “Saying Goodbye” period• Communicate through the “Neutral Zone” with the 4

P's of transition (Purpose, Picture, Plan, Part)• Create temporary solutions to the transition problems

and uncertainty in the “Neutral Zone” • Launch people in to the “Moving Forward” through

communicating and practicing the new attitudes and behaviours needed to make the change work