Change Management

1. Change Management Objectives of this session • To create awareness of change management. • To feel confident to use the ADKAR process

2. What does it mean to “manage change”? • To the organisation: • Have a structured change management process suitable to the nature of the change • To the employee: • Understand what change means and how it affects me • Have some skills to manage change

3. Organisational change management • Three phases of change: • Prepare • Implement • Reinforce

4. 3 Phases of Change Management

5. Keys to successful change • Gain full support from management • Continuous communication and consultation with everyone at every level • A well planned and organised approach

6. Obstacles to change • Employee and staff resistance • Management resistance • Limited time, budget and resources

7. Change resistant Medium risk High risk Organisational Attributes Low risk Medium risk Change - -able Small Large Incremental Disruptive Change characteristics Risk assessment

8. Using the ADKAR Model ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies. ADKAR represents the five phases of change that must be achieved for the change to be a success.

9. ADKAR Model ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tools

10. The ADKAR Model Awarenessof the need for change. Desireto support the change. Knowledgeon how to change. Abilityto implement new skills. Reinforcementto cement the change. Exercise – ADKAR Worksheet

11. Awareness Desire Knowledge Ability Reinforcement Connecting change management activities with desired business results. Change management channels ADKAR phases of change Communications Sponsor roadmap Training Resistance mgmt Coaching

12. Post - implementation Successful Change Implementation Phases of a change project Concept and Design Business need Awareness Desire Knowledge Ability Reinforcement Phases of change for employees Our goal

13. Potential pitfalls – Speed of Change Ineffective change management Post - implementation Failure A Success Implementation Ineffective project management Phases of a change project Concept and Design Failure B Business need Awareness Desire Knowledge Ability Reinforcement Phases of change for employees

14. Business improvement elements Change management elements

15. Business improvement elements Change management elements Development Implementation

16. What would you do differently with regard to communication? • More communications (more frequent) • Begin communications sooner in the project • More face-to-face communications • More communications from executive sponsors and senior managers • More about the impact of the change on the employees

17. Who should deliver the message?

18. Communication Plan • Your plan will essentially answer the following questions about project communications: • who (who will receive the message and who will deliver that message) • what (what is the content of the message) • when (when will these messages be delivered) • where (where will the messages be delivered) • how (what media or channel will be used)

19. Communication Plan - cont Successful communications are: • honest • frequent and constant throughout the entire program • consistent • open, transparent and safe • Communicate 5 to 7 times

20. Message guidelines for employees • Focus on the impact of the change on the employee. • Be clear about what you know now and what you do not know now. • Let employees know when more information will be available. • Be clear how employees can provide feedback about the change.

21. What is meant by sponsorship? Role #1 - Participate actively and visibly throughout the project. Role #2 - Build a coalition of sponsorship with peers and managers. Role #3 - Communicate effectively with employees.

22. Training • Training is a critical tool for building knowledge and ability in your organization during a change. Training should be focused on the specific skills and behaviors that are necessary for the change to be a success. • Training will have two focuses: • Training on how to be successful during the change • Training on how to be successful after the change

23. Resistance and comfort • Comfort and the status quo • Do not underestimate the power of “comfort” with how things are today • The natural reaction to change is resistance • Your goal is not to eliminate resistance “Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”

24. Address the root cause of resistance to change proactively Why resistant to change? Disconnect with their strategy, financial objectives or compensation Executives Mid-level managers Loss of power or control, and overload of current responsibilities Employees Lack of awareness of why the change is happening and “WIIFM” Comfort with the status quo and fear of the unknown

25. The top-reasons for manager resistance • Loss of power and control • Overload of current tasks, pressures of daily activities and limited resources • Lack of skills and experience needed to manage the change effectively • Fear of job loss • Disagreement with the new way

26. Coaching Plan • Your coaching plan defines how you will support managers and supervisors during the change and how they will interact with front-line employees. Your role is to fully enable these managers and supervisors to: • sponsor the change • support their employees during the change • support their employees in the new, changed environment.

27. Test • Were you paying attention?........ • What does ADKAR stand for? • Who should deliver the change messages? • How many times do you need telling?

28. Test • What are some reasons for middle management resistance? • What are some reasons for employee resistance? • What are three ways to manage resistance? • What, if anything, do you intend to do differently as a result of this session?