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Rebecca Brown Senior Cyber Security Analyst Project/Communication/Organizational Change Management
A Practical Approach to Organizational Change
Management
Change?
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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
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Why Organizational Change Management?
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• Increase probability of process/project success
• Manage employee resistance to change
• Build organizational change competency into the organization
Why Organizational Change Management?
• Connects to business results
• Mitigates negative consequences
• Translates to financial performance
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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
Who “Does” Organizational Change Management?
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Prosci ADKAR® Model
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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
ADKAR in Action
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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
Organizational Change Example
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Phase 1 – Preparing for Change
Understanding the nature of the change
Understanding the groups being changed
Creating the right sponsor model
Identifying risks
Developing special tactics
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
3-Phase Organizational Change Management Process
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
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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
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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 emails 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
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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
Organizational Change Assessments
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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
Research
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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
Phase 2 – Managing Change
Communication plan
Sponsor roadmap/plan
Coaching plan
Resistance management plan
Training plan
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
3-Phase Organizational Change Management Process
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
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
Tactical Communication Planning
Key Elements of Tactical Communication Planning
1. Message High-level description of communication
2. Form Vehicle for communication (email, article, presentation, etc.)
3. Communication Owner/From Responsibility to create and send (which email 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
Sponsor Roadmap/Coaching Plan
Target
Group
Activity Date/Time Notes
with the
project team
with
managers,
executive
managers
and
sponsors
with
employees
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Sponsor Roadmap
• Activities for the sponsor to participate in through the project
Coaching Plan
• Defines how you support managers and supervisors during the organizational change
• How the sponsor and project team will interact with employees
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?
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 • Site templates and colors
• Site permissions
• Functional vs. Organizational layout
• Face-to-face meetings
• Use of Agile Methodology
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New Intranet Home Page
Site Examples
Old Site New Site
New Features
•New FAQ
•New slideshow tool
•New A-Z index
•Converted HTML newsletters to SharePoint
•New site navigation
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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
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
Phase 3 - Reinforcing changePhase 3 - Reinforcing change
Phase 3 – Reinforcing Change
Compliance audits and employee feedback
Corrective action and managing resistance
After action review and transition management
3-Phase Organizational Change Management Process
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
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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 $
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Celebrate Success!
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• Celebration Lunch with our Executive Sponsor
• Article in Newsletter
• Special Recognition Awards
Copper Quill Awards in Phoenix
Organizational Change Management Recap
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Final Thoughts
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
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Questions
Rebecca Brown | ABC, ITIL, Prosci, Six Sigma SRP | Cyber Security Services Office: 602.236.6946 | Cell: 602.295.1400 [email protected]
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