5 Steps to Lasting Change
Change management is one of the elephants in the team room of each HR project management office. I don’t know why: it’s common sense and it can be done without real expertise and it makes a big difference.
Perhaps that’s the real reason it’s not well taken care of. The project team cancels the scope because of increased costs. To gain credibility and trust, all change management communications and efforts are owned by internal teams and cannot be effectively outsourced to partners or consultants.
Analyze scope, users affected by proposed changes, adjusted geographic scope, and a variety of risks/preparations to help employees understand how their new vision will help them prepare for the future. In turn, they will accept change.
Many methods are prevalent: but ultimately have some things in common: notifications, education, and change help overcome fear and create adoption.
In fact, we are talking about change management in the context of hr technology introduction, but in reality, this is a discipline of general need and instinctive adoption: teachers explain in advance how learning plans share vision and project planning.
The first step is to look around and find the actors in the drama you’re writing about.
First, there are different stakeholders: for these, the easiest way was to create a simple stakeholder map to visualize and share methods – there are the following examples, but it should be simple and operational.
Second, multiple types of users accessing the system are equally important. In the old days, the personnel system was basically in the hands of hr: user groups were simple: human resources, executives, and possibly hr directors.
Today, hr systems are directly in the hands of all workers in your organization, including data collection, information exchange, process execution, and trust building. To do this, the project must solve all the problems first (does it do more work?). Will I be compensated? What good is it for me? Do I still get the service? ), then description, sharing, updating, and final training.
There are many examples of stakeholder maps: any easy way plays a role. Not only clear sponsors and system owners, but also users, out-of-values, vendors, or special external stakeholders (as well as elected officers in the public and regulatory industries) should also be considered.
Each stakeholder can be classified as support, neutral, or resistance, minimizing problems and, where possible, planning corrective actions to persuade them using targeted communication.
Assess your needs
By combining preparation and impact, you can quickly identify the scope of the change management plan you need.
The requirements can be clarified through two simple assessments/investigations.
When determining the investigating goals of a stakeholder group, preparing for changes requires an understanding of the environmental culture and the visibility (degree of understanding) of the proposed changes. The typical method of investigation applies here, consistent with an understanding of the culture of the organization and existing communications: 1-5 of the 10 questions are sufficient, or certain key stakeholders must be addressed through personalized interviews. It is best to maintain an easy way: there is no need to over-design.
Most traditional project management approaches include templates and ideas for collecting this data.
At this point, it must be on the volume. You have your opinion knowing where you want: the rest is to make sure that it is formalized and ownership is assigned to each step.
Do you know the amount of work (how much impact area did the impact assessment cause) based on the input collected in the previous procedure? What is the difference between the large parts of the population that need to be addressed and between them? Now you can start evaluating actors and costs.
When you create a next step plan, you must assign an owner to each step. This does not mean that a new FTE is required: instead, you should assign a “change surface” (SPOC) to users who need more information, questions, or feedback.
Remember how best to remember and publish values outside the group, including the different groups and individuals identified (are there any employees who are not connected to the network?). No cell phone? Faulty or unable to read? What about individuals on long vacations or maternity leave) to select multiple communication pipelines in each case.
Planning is only relevant at runtime, so now is the time to act.
Messages should be delivered at the right time: messages are likely to be delivered early and live stream times are often forgotten: if the delivery is too slow, there are a lot of rumors going on, so you need to reveal it before proceeding to the next step.
Different populations may require information about different times, and if you have specific challenges or very different population segments, it is useful to appoint a “champion” within a business area or department.
These champions are subject matter experts who are already involved in the project and are therefore exposed to details or can choose and participate early.
Training is seen as a form of communication and is key to ensuring the adoption of new processes and systems.
As with communication, you need to tailor it to a specific group and deliver it at the right time.
Training should be done multiple times: In many cases, you will need to repeat the information regularly, re-run the new process, and train the appropriate on-delivery staff or new supervisor for the task. Contractors and temporary workers need to review some of these materials.
Packets should be designed for purposes that are too adapted to a particular population and task to perform.