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- Cara Maurer, Assistant Professor of Strategic Management, Ivey Business School at Western University
- Carol Beatty, Director of the Industrial Relations Center, President, Queens University, Warp Speed Training Enterprises
- Cassia Cordaro, HR Manager, UBM
- Chantal Sylvain, Volunteer Resources Manager, The Canadian Red Cross
- Elizabeth Ford, Human Resources Generalist, Webcom Limited
- Evelyn Humphries, HR Director, Canadian Memorial Chiropractic College
- Gavin Robinson, President, Robinson Consulting
- Jan Atkinson, Coach, Atkinson Coaching and Consulting
- Janette Grant, Learning Consultant, WorkSafeNB
- Kim Ziprik, Manager, Organizational Development, NASCO
- Marion McPherson, Senior Manager, The North Highland Company
- Melodie Barnett, Managing Partner, Pivot
- Phil Buckley, Managing Director, Change with Confidence Incorporated
- Tyler Ewing, Change Management, Human Capital Services, The North Highland Company
- In today’s business environment change failure is common. According to a study by Towers Watson, only 55% of organizations experience the projected value of a change. Even fewer organizations, a mere 25%, are actually able to sustain change over time to experience the full expected benefits.
- According to the McLean & Company Trends and Priorities Survey, change management has ranked in the bottom quartile in terms of effectiveness for the last two years. Change management is also not considered a priority by both HR and non-HR respondents. This low priority status means that change management will continue to remain low in effectiveness.
- Yet effective change management is a particularly critical capability as the speed and occurrence of change has increased for all organizations.
- The failure to effectively change can have a myriad of consequences from wasted resources to change fatigue and skepticism among employees, from loss of executive and manager credibility to a decrease in competitiveness in the marketplace.
- Even when organizations are able to implement a change, they are rarely able to sustain the change to experience the long-term benefits.
- One of the most commonly cited reasons for change failure is the failure to consider the people aspect and impact of the change.
- HR must become the change facilitator for the organization using their natural capabilities and position in the organization. They are not the face of change, but instead they act in a guidance capacity and act as a change resource for the rest of the organization.
- Core to the role of HR in change is their responsibility to ensure those implementing the change at all times remain considerate and responsive to the impact the change is having on the people in the organization.
- It is vital to remember that change management is not a project, but a process and a way of life for organizations.
Impact and Result
- Develop HR’s change management capabilities to take on the role of the change facilitator in the organization.
- Embed change management processes into the organization rather than approaching change management in an ad hoc, project-by-project basis.
- Develop organizational change management capabilities and begin to integrate these capabilities into the culture.
This guided implementation is a six call advisory process.
Call #1 - Identify a steering committee and change leader.
Call #2 - Discuss the vision, metrics, and impact assessment.
Call #3 - Establish best-practice change communication principles.
Call #4 - Review manager training deck and discuss the creation of action and communication plans.
Call #5 - Discuss implementation and devise recognition and celebration methods.
Call #6 - Establish key tactics to sustain change and complete critical elements of the post-mortem evaluation.
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Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Prepare for Change
- Make the case for effective change management.
- Identify a steering committee and change leader.
- Develop a vision and project charter.
- Identify metrics.
- Complete the impact assessment.
Key Benefits Achieved
- Identified organizational change competencies.
- Established a change management steering committee.
- Change vision, goals, and metrics are selected and aligned.
- Assessed the impact of the change.
- Communication principles designed.
Perform Change Management Competencies Assessment.
- Understanding of the change management competencies of the organization.
Identify key change management stakeholders to establish the change management steering committee.
- Change Management Steering Committee established.
Create a clear vision for the change.
- Completed change vision.
Complete the Change Impact Assessment.
- Completed impact assessment.
Create communication principles for your change initiative.
- Completed communication principles.
Establish key messages and language.
- Identified key messaging and language.
Module 2: Design, Implement, and Sustain Change
- Complete the Manager Training Deck: Lead Staff Through Change.
- Develop a high-level action and communication plan.
- Determine methods for recognizing small wins.
- Discuss tactics to maintain and sustain change.
- Identify progress and lessons learned.
- Complete the Change Management Competencies Assessment to identify areas of improvement.
Key Benefits Achieved
- In-depth understanding of the training that will be provided to managers.
- Comprehensive understanding of how to guide managers through the creation of the action plan, communication plan, and methods for celebrating wins.
- Tactics to sustain change.
- Identified potential lessons learned and how to overcome them.
Manager Training: Lead Staff through Change
- Knowledge of the manager training deck.
Develop an action plan and assign accountability for implementing the change.
- Action plan developed.
Document a communication plan.
- Communication plan documented.
Determine methods for celebrating early successes and small wins.
- Small wins recognition methods identified.
Conduct a post-mortem on the change.
- Post-mortem completed.