A Practical Approach to Organizational Change Management

Transcription

1 A Practical Approach to Organizational Change Management Rebecca Brown Senior Cyber Security Analyst Project/Communication/Organizational Change Management

2 1 Change?

3 My Background About me 17+ years of communication/organizational change management experience Currently manage the change and communication activities for SRP s Cyber Security department Previously the project manager for SRP s intranet redesign project Bachelor of Arts in Communication Design from CSU, Chico San Francisco Bay Area Native (Silicon Valley) Six years at SRP Certifications Accredited Business Communicator (ABC) Agile ITIL Foundations Prosci Change Management Professional Six Sigma Yellow Belt Career Highlight In May, awarded with the 2014 Cooper Quill Award of Excellence and the Best of the Best from the Phoenix Chapter of the International Association of Business Communicators (IABC) for excellence in business communication 2

4 Why Organizational Change Management? Increase probability of process/project success Manage employee resistance to change Build organizational change competency into the organization 3

5 Why Organizational Change Management? Connects to business results Mitigates negative consequences Translates to financial performance 4

6 What is Organizational Change Management? Leading change with a focus on people " Project Management is like Building a Ship. Change Management is Recruiting the Crew Jeff Hiatt, CEO, Prosci

7 Who Does Organizational Change Management? 6

8 Prosci ADKAR Model Awareness: Awareness for 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 7

9 ADKAR in Action 8

10 How Do Projects and Organizational Change Management Integrate? Project Management the Technical Side (PMBOK) The application of knowledge, skills, tools and techniques to project activities to meet project requirements Change Management the People Side (ADKAR) The process, tools and techniques to manage the people side of change to achieve the required business outcome Technical Side + People Side = SUCCESS

11 Organizational Change Example 10

12 3-Phase Organizational Change Management Process Phase 1 Preparing for Change Phase 1 - Preparing for change Define your change management strategy Prepare your change management team Develop your sponsorship model Understanding the nature of the change Understanding the groups being changed Creating the right sponsor model Identifying risks Developing special tactics

13 Project Overview Why redesign insidesrp? Improve the user experience Make the intranet a more effective communication tool for employees Provide information that changes daily Move to a single technology for the intranet Why use SharePoint? Integrated functionality with Microsoft Word, Outlook, Communicator Strong document management capability Powerful search function SRP is committed to SharePoint for team sites 12

14 Business Drivers Current intranet is familiar but has problems Inconsistent navigation Decentralized Different look and feel for each site 80% of content was outdated Hard to find information Poor search Difficult to update requires departments have HTML skills Home page was only updated weekly (Pulse) Dated look and feel 13

15 Objectives A more functional business tool Boost collaboration and engagement Communicate information consistently and in a central location Save time wasted in fruitless searches Reduce the number of s and large attachments Improve the user experience More useful and up-to-date content Simplified, consistent site navigation Information in a format employees are familiar with in their personal lives 14

16 Project Approach Phase 1 Conduct research and user testing Redesign and launch a new home page for insidesrp Phase 2 Update the look and feel and navigation of insidesrp Move existing insidesrp content for departments to SharePoint

17 Organizational Change Assessments Checklist Item Identify leadership/sponsors Understand changes: Number of impacted employees Degree of process change Degree of technology and system change Degree of job role changes Degree of organization restructuring Impact to employee compensation Timeframe for change Identify stakeholders/impacted groups Identify risks Identify organization s responsiveness for change Identify special approach/tactics needed for effort 16

18 Research Assessments/Inventory Conducted organizational change assessments Analyzed 2,000 existing intranet sites Found trends, reviewed search data Conducted an employee survey to gain a better understanding of employee needs Used Historic Information Identified successes and failures with similar efforts Used industry benchmarks Attended webinars on successful intranet projects 17

19 3-Phase Organizational Change Management Process Phase 2 Managing Change Phase 2 - Managing change Develop change management plans Take action and implement plans Communication plan Sponsor roadmap/plan Coaching plan Resistance management plan Training plan

20 Strategic Communication Planning Key Elements of Strategic Communication Planning (IABC) 1. Executive Summary (optional) Overview of what the plans seeks to accomplish 2. Communication Goals and Objectives Goals: Describes what the plan seeks to accomplish in a big picture sense Objectives: Explains how the goals will be met Objectives should be SMART: Specific, Measurable, Achievable, Relevant and Time-Framed 3. Background (optional) Establishes the need for the plan and provides background that may shape communication decisions 4. Target Audience Describes the stakeholders in order of importance

21 Strategic Communication Planning 5. Key Messages A list of high-level messaging for each target audience Helps develop written communications 6. Implementation Is the actions we will take and how we will take them This section shows decision makers how we will logically follow through with each element Includes: Timing, Format, Messages and Audience 7. Budget (optional) Includes the budget for the plan over its total life span 8. Measurement and Evaluation (optional) Quantitative analysis of plan Measures program effectiveness with respect to goals and objectives

22 Tactical Communication Planning Key Elements of Tactical Communication Planning 1. Message High-level description of communication 2. Form Vehicle for communication ( , article, presentation, etc.) 3. Communication Owner/From Responsibility to create and send (which mailbox) 4. Start Date and Due Date When the communication draft will begin and when it is due May also include Delivery Date for when the communication will be sent 5. Audience Target Audience

23 Sponsor Roadmap/Coaching Plan Sponsor Roadmap Activities for the sponsor to participate in through the project Target Group with the project team Activity Date/Time Notes 22 Coaching Plan Defines how you support managers and supervisors during the organizational change How the sponsor and project team will interact with employees with managers, executive managers and sponsors with employees

24 Resistance Planning What type of resistance is anticipated? Which areas? What does resistance look like at your company? How will resistance by identified? Employee feedback, supervisors, project team, compliance audits, etc.? Process for resistance management by level? Employees, supervisors, senior managers, etc.? Resistant management training by level? Targeted audiences or integrate into existing training?

25 Examples of Managing Organizational Change Training plan New training developed specific for intranet Hired a specialized SharePoint trainer Changed model for managing intranet content Resistance management plan 24 Site templates and colors Site permissions Functional vs. Organizational layout Face-to-face meetings Use of Agile Methodology

26 New Intranet Home Page

27 Site Examples Old Site New Site

28 New Features 27 New FAQ New slideshow tool New A-Z index Converted HTML newsletters to SharePoint New site navigation

29 Functional Centers Objective Organize informational sites by function, future-proofing from reorganization Employee Center From HRNet, common employee resources and tools Manager Center From HRNet, common manager resources and tools Our Company General company information, publications, projects

30 3-Phase Organizational Change Management Process Phase 3 Reinforcing Change Phase 3 - Reinforcing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Compliance audits and employee feedback Corrective action and managing resistance After action review and transition management

31 How to Reinforce Organizational Change Feedback Surveys, team meetings, speak to team leaders, audits Corrective action plan A plan with specific steps to remedy to issue Incentives and celebrate successes Bonuses, lunches, trinkets, etc. After action review summary Post-mortem, review with management 30

32 Project Highlights Traffic Home page traffic has maintained a 191% increase over the previous intranet home page Employee Engagement Photo of the Day 1,000+ of employee submissions Thousands of events submitted Fresh content is posted all day, every day A full-time content administrator was hired Move to SharePoint Prior to the project, 73% of sites were non-sharepoint By the end of the project, 100% were on SharePoint 200+ content managers have been trained Thousands of old documents, sites and pages deleted, saving the company $ 31

33 Celebrate Success! Celebration Lunch with our Executive Sponsor Article in Newsletter Special Recognition Awards Copper Quill Awards in Phoenix 32

34 Organizational Change Management Recap 33

35 Final Thoughts 34 You can use multiple methodologies to support change ADKAR works great with ITIL! Organizational Change Management is all about the people and understanding their needs Work to get communication/change evangelists in your organization Top-down support is effective, the earlier in the process the better Make sure you have a visible and supportive sponsor Change is easier when you don t put all of the responsibility on stakeholders Do what you can up front to expedite the work Get them to take ownership, get them excited to participate

36 Questions Rebecca Brown ABC, ITIL, Prosci, Six Sigma SRP Cyber Security Services Office: Cell: