CRITICAL SUCCESS FACTORS IN CHANGE MANAGEMENT FOR HR TECH - PowerPoint PPT Presentation

CRITICAL SUCCESS FACTORS IN CHANGE MANAGEMENT FOR HR TECH INITIATIVES PAUL BLOCK HR Operations, Twitter @pmblock

@pmblock

OF CHANGE EFFORTS FAIL @pmblock

CHANGE MANAGEMENT IS CRITICAL FOR A SUCCESSFUL TECHNOLOGY ROLLOUT

WHAT I’LL COVER  My journey  Why change management is essential  What is change management  How to use change management techniques @pmblock

Once upon a time… Before the Cloud

Bringing humanity back to air travel G O O D C H A N G E M A N A G E M E N T D R I V E S u s e r a d o p t i o n

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WHAT I’LL COVER  My journey  Why change management is essential  What is change management  How to use change management techniques @pmblock

It’s not the strongest…that survive, nor the most intelligent, but the ones most responsive to change.

It’s not the strongest…that survive, nor the most intelligent, but the ones most responsive to change. Charles Darwin The Origin of Species , 1859

“There is nothing more difficult to take in hand more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.”

“There is nothing more difficult to take in hand more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” Niccolo Machiavelli The Prince, 1532

The only thing constant is change

CHANGE IS HARD! I don’t I don’t have know time how You’ve I’m going to l got this ook/sound st all wrong upid

Robert Kegan Immunity to Change

DISCUSSION Did anyone have a change initiative not go well? What were some of the reasons? Please use microphones.

REASONS TECHNOLOGY INITIATIVES COULD FAIL Too complex Difficult to use Long learning curve Bad experience Takes to long Don’t trust it Can’t get info out Can’t get IT help Limited access Cultural barriers

WHAT I’LL COVER  My journey  Why change management is essential  What is change management  How to use change management techniques @pmblock

WHAT IS CHANGE MANAGEMENT? CURRENT STATE DESIRED STATE

People Change Management Process Technology

GOAL OF CHANGE MANAGEMENT

CHANGE MANAGEMENT ACTIVITIES  Change Impact & Readiness Assessment  Business Vision & Alignment  Sponsorship/Change Leadership/Governance  Communication Program  Performance Enhancement (a.k.a. Training+)  Organization Alignment  Roles & Responsibilities  Rewards & Recognition  Continuous Improvement

WHAT I’LL COVER  My journey  Why change management is essential  What is change management  How to use change management techniques @pmblock

THE CHANGE CURVE High Current “ As Performance Levels Is ” Operations Benefits Realization New Initiative Fear of the Learning Unknown Can be exemplified by resistance, hostility, discomfort, frustration, etc. Valley of Despair Time Low

THE VALUE OF CHANGE MANAGEMENT High Current “ As Change Management Performance Levels Is ” Operations Benefits Realization New Initiative Fear of the Learning Unknown Valley of Despair Time Low

1. Sense of urgency 8 Step 2. Vision and strategy 3. Guiding coalition Change Approach 4. Communicate 5. Empower others to act 6. Short-term wins 7. Build on the change 8. Anchor in the culture

CREATE URGENCY  Why is the change necessary  Why is the change happening now  Motivator to change

CREATE A VISION

CHANGE ROADMAP  Where are we now?  Where are we going?  How will we get there?

CREATE CHANGE TEAMS

ENGAGE THE RIGHT PEOPLE TO DRIVE THE CHANGE

CHANGE LEADER ACTIONS Understanding Acceptance Commitment Awareness Sustainability Help others see Engage people Create directions Implement the Initiate the the need for in the change for change change sustainability plan change 35

COMMUNICATING THE CHANGE

COMMUNICATION ACTION PLAN Recommended engagement activities & events Understanding Acceptance Commitment Awareness Sustainability  Memos/email  Team meetings and  Milestone maps  Posters  Support network discussions (change roadmap)  Introductory  Giveaways  Ongoing training  Focus groups  Bright idea forums presentations  Celebration events  Scorecard reporting  Intranet or newsletter  One on one meetings  Lunch and learn  Reward and  Reward and article meetings  Talk sheets recognition programs recognition programs  User training  Before/after  Brainstorming scenarios (pictures) sessions  Design sessions  Weekly briefing  Frequently asked sheets questions (FAQs)  Newsletters  Question/answer box  Surveys (online or email group)

Ok, there is a small change… Red bag has the sandwiches Green bag is your parachute.

AUDIENCE POLL ON TWITTER When it comes to communicating changes, what do you think employees would like to see more of? 1) Email communication 2) Digital communication & social engagement tools 3) Face to face communication 4) None of the above follow @hrtechfest to respond to poll

KRC RESEARCH STUDY 55% e m p l o y e e s w a n t e d m o r e d i g i t a l & s o c i a l e n g a g e m e n t

DIGITAL DISPLAYS

KRC RESEARCH STUDY 42% e m p l o y e e s w a n t e d m o r e f a c e t o f a c e c o m m u n i c a t i o n

MOBILIZING COMMITMENT

PRODUCE SHORT-TERM WINS

DIAGNOSE GAPS

ANCHOR IN THE CULTURE

CULTURE & WORKFORCE CONSIDERATIONS

CRITICAL SUCCESS FACTORS IN CHANGE  Get buy-in early  Engage change leaders  Manage employee anxiety  Ongoing communication  Implement corrective actions  Make it stick Commitment Buy-in Understanding Awareness

“You will always pay for change. You can either pay to address it or you can pay for the consequences of not addressing it. But you will pay.” -Daryl Conner Change Consultant

QUESTIONS “Be the the change that you wish to see in the world” - Gandhi @pmblock

@pmblock

APPENDIX @pmblock

CHANGE ROADMAP (Sample) Mar 15 Nov 15 Apr May Jun Jul Aug Sep Oct Engagement: (Locally Led) HRBPs engage international and local site managers to: HRBPs engage international and local site managers to: HRBPs feedback check-in HRBPs engage international and local site of user - Build the awareness managers on: what they need - Build the awareness adoption/user features to do to be ready for go-live - Ask how to be manage change in their - Listen to expectations for change geography Kick-off comms: Strategic messaging: Tactical messaging: Launch messaging: Adoption/utilization: Communication  Intranet, Head of HR  HRBP office hours  Newsletter articles  Rationale, benefits  Who is using Workday (Internal email to managers and  What’s not changing with what results Comms)  TV monitor spots  Playbook page ‘HR’ team  Launch & learn comms.  ‘Tweep moments’ vines  Tea time segments  Drop in labs  1-pager  Tweet Beat articles – starting with:  Direct Messages on Birdhouse  Ready, set, go  Hipchat groups  Employee Self Service  Google Hangout Q&A  Local TV monitor spots  Moments  Business process changes  Live Periscope demo  Manager Self Service  TSC landing page (Top down & bottom-up)  Pilot team Hipchat group  Identify change champions via the HRBP manager engagement  Provide access to Workday (Sandbox  Mobilize ‘Pilot team’ in local briefings  Feedback Check-in with and Fusion team (approx. 55 required for Test + 25 for environment) to change champion and communities  Workday Hipchat group  Mobile super users and trainers Communities Roadshow Pilot team super user group  HR Hipchat group  Weekly briefings starting eight weeks prior to go-live  Nurture Pilot Team (Target 100 in Test/ Road show)  Identify super users (location + function, HR teams)  Identify trainers  Early sneak peek into sandbox environment  HR team seminars on core features of Workday and what is changing:  Run train-the-trainers  User training modules  Online learning portal (just in-time) provided to trainers and established  Approvals/Workflow – how does it work?  Run hands on training for Training power-users  New hire orientation (on power- users  Org& Team Structures – what can it do for you?  Populate self serve learning boarding)  Business Processes – What this will mean? paths in LMS  Benefits & Comp – how will this change?  HR Shared Services – what is my role in this?