prosci webinar: developing role-based change competency in an ecm framework

Peop l e . C h an ge . R e s u l t s .

DevelopingRole-BasedChangeCompetencyinanECMFrameworkProsci Webinar

Developing

Role-BasedChangeCompetencies

InanECMFramework

©Prosci.AllRightsReserved. 3

Quick reminder on why:

Enterprise Change Management Capability:

isanessenCalenablerofagility reducessaturation anditscostssupportsstrategyexecuConcreatescompetitive advantagemultiplies thebenefitsofCM


37%

45%

52%

61%

65%

Level1

Level2

Level3

Level4

Level5

OrganizaConswithhigherchangemanagementmaturityhavehigherprojectsuccessrates.

Projectsuccessratebymaturitylevel:

Source:ProsciBestPrac*cesinChangeManagement,2016ediCon

Developing


InanECMFramework


Developing Role-Based Change Competency in an ECM Framework

Building Change Management Capability is a Journey

Whereyouaretoday

Whereyouwanttoget

Howarewegoingtogetthere



ECMBuild

IndividualCompetencies

Integrate intoChanges,ProjectsandPrograms

Execs & Senior Leaders

Front-Line Associates

Middle Managers & Supervisors

Initiate Plan Design Develop Deploy

“GoLive”Kickoff

Phase3:ReinforcingChange

Phase2:ManagingChange

Phase1:PreparingforChange

A D K A R

Strategy Plans Measures

GeneralProjectLifecycle

IndividualChangeJourneyMilestones

OrganizationalChangeMgmtActivities

Majorevents

Prosci®ADKAR ®

Model

Prosci®3-PhaseProcess

Initiate Plan Design Develop Deploy Sustain



ProjectApplica@ons

ChangeSponsors

ChangePracCConer

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers

IndividualContributors

ProjectApplica@ons

ChangeSponsors

ChangePracCConer

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers


ProjectApplica@ons

ChangeSponsors

ChangePracCConer

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers


EnterpriseDeployment

ExecuCveSponsor

SteeringCommi\ee

CoreTeam

DeploymentLeader

ChangeChampions

CMTrainers

ProjectApplica@ons

SeniorLeaders

ChangePracCConer

ProjectManagers/Teams

PeopleManagers

FrontLineEmployees



Leadership

Structure

Process Project

Skill

Prosci®ECMStrategyMap

Processe.g.Projectlaunch,Performancemanagement,Improvement

Leadershipe.g.Sponsor,Steeringcommi\ee,Changemgmtreviews

Skille.g.Whoneedstoknowwhat?Training,Coaching,Tools

Structuree.g.OrganizaConalfootprint,CMO,networks,jobroles

Projecte.g.Pilots,Tiers,Departments,Regions,Triggers



5.0 4.9 4.94.7 4.8

3.2

2.4 2.42.1 2.22.1

1.9

1.11.3

1.7

0

1

2

3

4

5

Leadership ApplicaCon Competencies StandardizaCon SocializaCon

Level5

Level4

Level3

Level2

Level1

Year3goal(May2020)

Year1goal(May2018)

Current(May2017)

ProsciChangeManagementMaturityModel


Takeaways:

1. Buildingrole-basedindividualchangecompetenciesisanessenCalaspectofgrowinganenterprisechangecapability

2. Butit’snottheonlything(needforaholisCcapproach)

3. Buildingenterprisechangecapabilityisajourneyandmustbemanagedasaprojectandachange

Developing


InanECMFramework



KeyChangeEnablingRoles

SeniorLeaders

ChangePracCConers

ProjectTeams

PeopleManagers

FrontLineEmployees

Responsibili@esDuringChange

EffecCvelysponsorchange(ABCs)

Applystructureandempowerothers

DesignanddevelopforadopConandusage

EffecCvelysupportdirectreportsinchange(CLARC)

Engage,adoptandusechange(leanforward)


Senior Leaders

Inall9ofProsci’sstudies,activeandvisible execuCvesponsorship

wasthe#1contributortosuccess

29% 42% 54% 72%

SponsorshipcorrelateswithprojectssuccessPercentofprojectsthatmetorexceededobjecCvesbasedonsponsoreffecCveness

VeryineffecCvesponsors

IneffecCvesponsors

ModeratelyeffecCvesponsors

ExtremelyeffecCvesponsors

20152013201120092007

2005200320001998



Senior Leaders

It’snotjustsigningchecksandcharters

Ac@velyandvisiblyparCcipate

throughouttheproject

BuildacoaliConofsponsorshipwithpeersandmanagers

Communicatedirectlywithemployees



Senior Leaders

AcCveandvisibleparCcipaCon

BuildacoaliConofsupport

Communicatedirectlywithemployees

Extremely Ineffective

5% 15% 33% 32% 16%0% 20% 40% 60% 80% 100%

Ineffective Somewhat Effective Effective Extremely

Effective

9% 22% 33% 24% 12%0% 20% 40% 60% 80% 100%

6% 20% 31% 29% 14%0% 20% 40% 60% 80% 100%

None Slight understanding

Some understanding

Adequate understanding

Complete understanding

6% 19% 33% 30% 12%

0% 20% 40% 60% 80% 100%

58%lessthanadequateunderstandingoftheirsponsorrole



Senior Leaders

PosiConyourselfforsponsorshipsuccessPosiConyourprojectsforstrategicsuccessPosiConyourorganizaConsforchangesuccess

1

2

3

LEARNINGOBJECTIVES

• UnderstandhoweffecCveCMimprovesorganizaConalresults

•  ClarifytheroleofseniorleadersassponsorsinCmesofchange

•  EvaluatetheircurrentchangeporkoliotoidenCfyprojectandpeople-siderisk

•  LearnhowtoposiConthemselvesandtheirprojectsforstrategicsuccess

• GainanappreciaConfortheirroleasasponsorfromaseniorProscifacilitatorwithexecuCveexperiencetoreinforcelearninginapeer-to-peercontext


Change PracJJoners

74%

StudyparCcipantswerecerCfiedin

changemanagement

86%

RecommendthatothersbecerCfied(only2%said“no”)

ValueofcerCficaCon:1.  Gainastructuredapproach

2.  BuildskillsandcredenCals

3.  Acquirecommonanduniversaltools

4.  Increaselikelihoodofachievingdesiredoutcomes



Change PracJJoners

Day

WhyCMROIofCMADKAR7changeconceptsPreparing:Assessingchangereadiness

Day2

Preparing:BuildingteamstructurePreparing:SponsorassessmentManaging:CommunicaConsManaging:Sponsorship

*PresentaCons

Day3AM

Managing:Coaching,TrainingandResistanceManagementReinforcing:OverviewExamGraduaCon

LEARNINGOBJECTIVES

•  UnderstandhoweffecCveCMimprovesorganizaConalresults

•  ArCculatethevalueofchangemanagementtoyourpeersandleaders

•  LearnhowtoapplytheProsciADKARModeltofacilitateindividualchange

•  ApplytheProsci3-PhaseProcesstoarealproject,enablingyoutoassessreadiness,idenCfyimpactedgroups,andbuildaholisCcstrategyforinfluencingindividualtransiCons

•  ConstructaCMplanandexecuCvebriefonthebusinesscaseforCM

•  GaincerCficaConintheProsciCMmethodologyandaccesstotheProsciCMmethodologyandtools


Project Teams

ProjectManagementDesign,DevelopandDeliverSoluConEffecCvely

ChangeManagementSoluConisEmbraced,AdoptedandUsedProficiently

People Processes Tools


Project Teams LEARNINGOBJECTIVES

•  ConnectemployeeadopContotheirownproject’sresultsandoutcomesandidenCfyimpactedemployeegroups

•  Understandhowchangemanagementdrivesbe\eradopConandusage

•  CreateacommonframeworkforengagingwithchangemanagementpracCConers

•  Mapchangemanagementworktotheirproject’slifecycleusingtheProsciChangeManagementBlueprint

•  LearntoidenCfywhentheirprojectneedschangemanagement

•  Definingchangemanagementwithinthecontextofaproject

Intent

Objec@ves

Scope

WorkStreams

Milestones

Deliverables

Timelines


People Managers EachoftheCLARCRolesDrives

IndividualChangeThroughADKARA D K A R

Answerwhy,whynow,whatif,myimpact

Resultsandfeedback

Demonstratecommitment

IdenCfyandaddressroot

causes

Celebrateandsustain

Support“knowhow”

SupportexecuCon

Communicator

Liaison

Advocate

ResistanceManager

Coach


People Managers

Largestgap(skill,competencyortool)

1.  CommunicaConskills

2.  LackofCMtraining

3.  TimemanagementandsaturaCon

4.  Understandingtheroleofamanagerduringchange

5.  Buy-inforchange

18%

Arepeoplemanagersadequatelyprepared

fortheirroleinchange?

18%

Stronglydisagree

DisagreeSource:ProsciBestPrac*cesinChangeManagement,2016ediCon


People Managers

PreparingYourselfForChange

LeadingEmployeesThroughChange

UnderstandingchangesunderwayandyourroleAdapCngtochangethatishappeningtoyouDevelopingcompetenciesformanagingchange

IntroducingchangetoyouremployeesManagingemployeesthroughtransiConReinforcingandcelebraCngsuccesses

LEARNINGOBJECTIVES

•  GainanappreciaConfortheimpactofCMonorganizaConalresults

•  UnderstandfoundaConalaspectsofCMandthecriCcalrolemanagersplayinthechangeprocess

•  LearnapracCcalframeworkforprocessingthemanychangesthatimpactthem

•  UnderstandhowtoapplytheProsciADKAR®ModeltofacilitateindividualchangeandidenCfyreasonsforemployeeresistance

•  AssessacurrentchangeimpacCngtheirteamandpracCceusingtools

•  CreateacConplanstomoveemployeespastbarrierpointsandtothedesiredfuturestate


Front Line Employees LEARNINGOBJECTIVES

•  Evaluateacurrentchangeintheirjobstounderstandandinternalizelearning

•  LearnhowtousetheProsciADKARModeltoidenCfytheirpointsofresistance

•  CreateproacCvestrategiesforovercomingtheirownresistance

•  BecomeconfidentandempoweredinthechangeprocessratherthanvicCmizedbyit

•  DiscoverhowtocommunicateaboutachangeinawaythatisproducCveandproacCve

Step1UnderstandtheChangeProcess

Step2TakeControlofChange

Step3EngageNow



Prosci’sHolis@cSuite KeyChangeEnablingRoles

SeniorLeadership

ChangePracCConers

ProjectTeams

PeopleManagers

FrontLineEmployees

SponsorBriefing(1/2day)

PracCConerProgram(3day)

ProjectResultsProgram(1/2day)

ProgramforManagers(1day)

EmployeeOrientaCon(1day)

Role-Based

Training

CoachingSup

port



ChangePracCConersPracCConerProgram(3day)

What’sarerthe3-day?TwoaddiConalcareerdevelopmentopportuniCesforChangePracCConers

TheAcceleratorCustomizedcoaching

todrivesuccess

AdvancedTracksProfessionaldevelopmentforcareerchangeagents


Change PracJJoners – Next Steps Advanced CerJficaJon Tracks

[email protected]

“Iwanttobeaguruofchangemanagementanddeliveroncomplexchange”

AdvancedChangePracCConer

“IwanttodeploychangemanagementacrossmyorganizaContobuildacorecapability”

AdvancedDeploymentLeader

“Iwanttoincreasecompetenciesbyteachingindustry-leadingrole-basedtrainingprograms”

AdvancedInstructor

Step1

PROSCI3-DAYCERTIFICATION


Takeaways:

1. TheresearchinformsusabouthoweachroleuniquelycontributestoadopCon,usageandchangeresultsandoutcomes

2. Enterprisechangecapabilityrequirescompetenciesinboththechangeroles(changepracCConers,projectteams)andthebusinessroles(seniorleaders,peoplemanagers,frontlineemployees)

Developing


InanECMFramework

Alookattheresearch



Percentwhoreceivedchangemanagementtraining

SeniorLeaders 31%

ChangePracCConers 72%

ProjectTeams 44%

PeopleManagers 37%

FrontLineEmployees 15%



Typesoftraining

Formalclassroomtraining

InformalinformaCon

sharingorcoaching

Self-pacedtrainingmaterials

Web-based/CBT/

eLearning


TypesoftrainingFormalClassroom

TrainingInformalinfo

sharingorcoachingSelf-paced

trainingmaterialsWeb-based/CBT/

eLearning Other

SeniorLeaders

ChangePracCConers

ProjectTeams

PeopleManagers

FrontLineEmployees


46% 66% 10% 3% 8%0%

1 2 3 4 5

69% 60% 21% 15% 4%0%

1 2 3 4 5

49% 71% 12% 8% 6%0%

1 2 3 4 5

61% 61% 14% 11% 6%0%

1 2 3 4 5

65% 52% 25% 24% 9%0%

1 2 3 4 5


Lengthoftraining Actualdaysoftrainingdelivered

Recommendeddays

SeniorLeaders 1.22 2.13

ChangePracCConers 3.73 5.06

ProjectTeams 2.41 3.44

PeopleManagers 2.04 2.95

FrontLineEmployees 1.70 2.52

Howmuchmoreisneeded?

+75%

+36%

+43%

+45%

+48%Source:ProsciBestPrac*cesinChangeManagement,2016ediCon


Research: Do differently next Jme

IncreasetrainingforaddiConalgroups(orgroles)

Delivertrainingdifferently(interacCve,adultlearning,technology,eLearning)

Tailorcontenttoindividuals(aroundachange)

Planforearliertraining

2

4

1

3




PrinciplesofAdultLearning

•  Adultlearnersare:–  autonomousandself-directed

–  goaloriented–  relevancyoriented–  pracCcalandexpectrespect

•  AdultshaveaccumulatedafoundaConoflifeexperiences

AdultLearningTheory

•  Adultlearnersneed:–  realisCcgoalsandobjecCvesthatandimportanttothem

–  direct/concreteexperiences–  toreceivefeedback–  toparCcipateinsmallgroupacCviCes

•  Adultlearninghasegoinvolved

AdultLearning



Buildingcompetencyasachange(ADKAR)

Reinforcement® to sustain the change

Ability to implement required skills and behaviors

Knowledge on how to change

Desire to parJcipate and support the change

Awareness of the need for change

Ability to apply change management

Knowledge on how to apply change management

Desire to parJcipate and support change management

Awareness of the need for change management

Reinforcement® to sustain change management

ADKARforthechangeof“changemanagement”

*rolespecific


Building competency as a change (ADKAR) WhydoIneedtobuildmychangecompetency?WhydoIneedtobuildmycompetencynow?WhathappensifIdon’tbuildmychangecompetency?

A

D

K

A

R

WhataremypersonalmoCvatorsforbuildingchangecompetency?WhataretheorganizaConalmoCvatorsforbuildingchangecompetency?What’sinitforme(WIIFM)tobuildmychangecompetency?

WhatdoIneedtoknowwhilebuildingchangecompetency?WhatdoIneedtoknowtoleveragemychangecompetency?HowwillIbuildmychangecompetencyknowledge?

Whatmechanismsareinplaceformetokeepupmynewcompetency?HowwillImeasuremychangecompetency?WhatwillIdotosustainmychangecompetency?

HowlargeismyKnowledge-Abilitygapformychangecompetency?ArethereanybarriersinhibiCngmychangecompetency?WillIbeabletopracCceandwherecanIgetcoaching?



Wavedtraining

deployment

NestedinchangeiniCaCves

Threedeploymentapproaches:

A\achedtoexisCngprograms


Waved training deployment

KeyChangeEnablingRoles

SeniorLeadership

ChangePracCConers

ProjectTeams

MiddleManagers

FrontLineEmployees

TrainingDeploymentWaves

40

15

15

100

1000

60

25

80

460

5200

Wave1 Wave2 Wave3

20

10

40

200

2000

25

160

2200


Nested in change iniJaJves

NestedChange

ManagementTraining

Project3

Project4

Project1

Project2


“Leadingchange”innewleadershipblueprint

competencymodel

Newleadershipframeworkwith

“leadingchange”as1of12competencies

“Change”idenCfiedascriCcalcompetencyacross3leadershiplevelsinnewmodel

AZached to exisJng programs aim at building change leadership competencies

Changemanagementformanagersembedded

intoexisCngyearlyleadershipprogram


Wavedtrainingdeployment

NestedinchangeiniCaCves

A\achedtoexisCngprograms

Three deployment approaches:

Advantages:

Challenges:

Advantages:

Challenges:

Advantages:

Challenges:


Takeaways:

1. WhattheresearchsaysonCMtraining

2. Adultlearningprinciplesandtheoryma\er

3. Buildingcompetencyisachange(ADKAR)

4. TherearemulCpleapproachestobuildingindividualchangecompetenciesthroughouttheenterprise(waved,nested,a\ached)


Developing Role-BasedChangeCompetencies

InanECMFramework

1.  WhattheresearchsaysonCMtraining

2.  Adultlearningprinciplesandtheoryma\er

3.  Buildingcompetencyisachange(ADKAR)

4.  TherearemulCpleapproachestobuildingindividualchangecompetenciesthroughouttheenterprise(waved,nested,a\ached)

1.  EachroleuniquelycontributestoadopCon,usageandchangeresultsandoutcomes

2.  Theresearchinformseachoftheroles

3.  Weneedcompetenciesinboththechangeroles(changepracCConers,projectteams)andthebusinessroles(seniorleaders,peoplemanagers,frontlineemployees)

1.  BuildinganenterprisechangecapabilityiscriCcaltofuturesuccess

2.  IndividualcompetencybuildingisanessenCalaspect

3.  ButitisnottheonlyaspectinaholisCcapproach

4.  Buildingchangecapabilityisajourney

Summary and Conclusion


Where to find today’s slides with poll results

47

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prosci webinar: developing role-based change competency in an ecm framework

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