Adopt Change Management Techniques to Lead the Organization Through Change Develop HR as the change facilitator to ensure that bad change doesn’t derail good projects. McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © 1997-2016 McLean & Company. McLean & Company is a division of Info-Tech Research Group SAMPLE Learn about becoming a member

Our understanding of the problem The Head of HR and HR business partners who are responsible for assisting a change effort. The research is scalable to apply to all types and sizing of change. Understand the role of HR in guiding the organization through change. Practice the skills and steps needed for effective change management in a workshop setting. Executives and senior leaders who are implementing changes and responsible for their success. Understand and apply the necessary steps for effective change management. Ensure that projects are implemented in a manner that enables their success. SAMPLE

Change failure is a common occurrence; with HR’s guidance, success rates can be improved by focusing on the people McLean & Co. Insight In today’s business environment, effective change management is a particularly critical capability, as the speed and occurrence of change has increased for all organizations. HR must become the change facilitator for the organization. They are not the face of change, but instead they act in a guidance capacity and 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 remain, at all times, considerate and responsive to the impact the change is having on the people in the organization. Complication ? Change failure is common. According to a study by Towers Watson, only 55% of organizations experience the initial expected value of a change. Even fewer organizations, only 25%, are actually able to sustain change over time to experience the full expected benefits. Failed change can create skepticism, making future change even more difficult to implement. Resolution  It is vital to remember that change management is not a project, but a process and a way of life for organizations. Communication is key to successful change management, but on its own it is not sufficient. HR needs to assist change leaders in taking it one step further and communicating to engage. This means applying two-way communication and encouraging employees to ask questions, provide feedback, and suggest solutions. This creates buy-in, acceptance, and enthusiasm among employees for the change. Continue to motivate employees throughout the change process by celebrating successes and small wins. Sustaining the change after implementation is often the forgotten piece. HR must ensure that the change is supported and reflected in all aspects of your organization. Misalignment between existing policies and the change will impede adoption. Remember to capture lessons learned from your change management efforts; this will enable continued improvement in your change management competency. SAMPLE

Guided Implementation McLean & Company offers various levels of support to best suit your needs Guided Implementation “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” DIY Toolkit “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” Workshop “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” Consulting “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” Diagnostics and consistent frameworks used throughout all four options SAMPLE

Use McLean & Company’s framework to strengthen HR’s role in implementing effective change management practices Time and effort spent on each step should be proportional to the impact and importance of the change. SAMPLE

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Design a specific timeline to ensure that your change effort maintains momentum     Regardless of the type of change, determine if the rollout of the change is “Big Bang,” “Incremental,” or “Pilot.”  Description Pros Cons Example Big Bang Change Change that needs to happen immediately – “ripping the bandage off.” It puts an immediate stop to the current way of operating. Occurs quickly. More risky. People may not be bought-in immediately May not receive the training needed to adjust to the change. A tsunami in Japan stopped all imports and exports. Auto manufacturers were unable to get parts shipped and had to immediately find an alternative supplier. Incremental Change The change can be rolled out slower, in phases. Can ensure that people are bought in along the way through the change process. There is time to ensure training takes place. It can be a timely process. If the change is dragged on for too long (over several years) the environment may change and the rationale and desired outcome for the change may no longer be relevant. A change in technology, such as HRIS, might be rolled out one application at a time to ensure that people have time to learn and adjust to the new system. SAMPLE

Source: McLean & Company, 2015; N=27,587 Boost the success of change management by explaining the rationale behind change McLean & Company Engagement Survey responses indicate that employee engagement increases when employees are effectively communicated with and provided with a rationale for the decisions made by the executive team. I understand the rationale behind most of the decisions made by the members of the executive leadership team No Yes Engaged 17% 57% Almost Engaged 23% 25% Indifferent 12% Disengaged 37% 7% 57% of engaged employees agree with the statement “I understand the rationale behind most executive decisions,” compared to a 17% engagement rate of employees who are not communicated to by executives. As such, increased communication during a change can help boost engagement levels and drive the overall potential for the change to be successfully adopted. Source: McLean & Company, 2015; N=27,587 SAMPLE

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