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Overview – Change Management

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1 Overview – Change Management
The Change Management component addresses the impact of change on people. It includes change analysis and change activities. The change analysis determines the type of change, the stakeholder impact, current perceptions, and current pressures on staff. The results of the change analysis feed directly into the change activities. Effective change activities involve a multi-component approach: leadership, communications, and ownership. The emphasis of certain change activities may vary depending on the results of the change analysis. During the course of the change lifecycle, the components will also vary in emphasis. Purpose The purpose of Change Management is to outline the overall change management approach to keep key stakeholders informed of, involved in, and committed to change initiatives. Change Management ensures that change activities are well planned and measured such that staff are provided the right amount of leadership, guidance, tools, and ownership at the right time. The success of any project relies on people and their acceptance to change. Roles & Responsibilities Change Management and Communication is part of everyone’s job. It is important to assign responsibilities to different people within the organization as part of change management planning. Care Resources CARE Tajikistan – Louis Alexander and Sylvia Francis CARE Honduras – Suyapa Ayestas and Patricia Ahern Inputs Transition plan Timeline and key activities Commitment Curve Commitment Curve Key Questions Communications Guidelines Templates Change Analysis Type of Change Change Analysis Current Pressures Change Analysis Stakeholder Impact Sample Stakeholder Analysis Template Communication Plan Template Communication Calendar Sample Samples CARE Toolkit Communication Plan Template Tajikistan.doc CARE Toolkit Change Management Plan Honduras.ppt Timeframe & Dependencies Change Management is an ongoing activity throughout the life of the project. The change management plan is created at the very beginning of the transition. The change management plan is highly dependent on other initiatives / events that are occurring in the CO. Start as early as possible to deliver targeted communication messages. © 2006 Accenture. All rights reserved.

2 Guide – Change Management
High-Level Process Flow: 1 Getting started 2 Analyze change impact 3 Plan change activities 4 Plan communications 5 Manage the change and communications plans Step Description How do I do it? 1 Getting started The purpose of the Change Management Plan is to outline the overall change and communication approach to keep key stakeholders and staff informed of, involved in, and committed to change initiatives. A Change Management Plan ensures that change activities are well planned and measured such that staff are provided the right amount of leadership, guidance, tools, and ownership at the right time. Develop a plan for the change journey and bring staff along the change curve from awareness to commitment. © 2006 Accenture. All rights reserved.

3 Guide – Change Management
Step Description How do I do it? 2 Analyze change impact The purpose of the change analysis is to fully understand the impact of the change on people and their attitude in regards to change. Different analysis tools are used to provide a holistic picture. Depending on the scale of the change, various tools can be used to conduct this analysis. However, communication is a critical component of any change effort. A Stakeholder (Audience) Analysis is designed to identify and assess all significant individuals or groups who will be affected by the change. This is the main input to developing the communications plan. A prerequisite to change activities is a thorough change analysis. Once the change and impact is fully understood, then change activities can be appropriately planned and defined. Analyze the change using the change analysis templates and samples below. Change Analysis Type of Change Change Analysis Stakeholder Impact Sample Stakeholder Analysis Template Run a workshop to fill in the stakeholder analysis template. The Stakeholder Analysis Template consists of 6 categories. There are descriptions of each category (in the template) to help you fill them in with the appropriate content. Define your stakeholders communication goals based on the where they are in the Commitment Curve. Refer to Commitment Curve overview. For each of these steps, different actions will need to take place at different timeframes. Tip: Have the Commitment Curve as a print-out in the meeting for reference. © 2006 Accenture. All rights reserved.

4 Guide – Change Management
Step Description How do I do it? 3 Plan change activities The purpose of the Change Management Plan is to outline the overall change and communication approach to keep key stakeholders informed of, involved in, and committed to change initiatives. Given the CO’s organizational context, there are three main components to be considered in the change management strategy for transition. The executive leadership is overall responsible for the program and will take an active role in the implementation of the changes. Ensuring a clear and transparent process through effective communication, including understanding of different audiences, development of a communications plan and adopting a range of communication tools (refer to step 4). Engagement, space for discussion and continuous improvement through the establishment of a Network of change agents (with representatives from each CO) to provide critical leadership, disseminate key information and respond to feedback. Based on the type of change and the current situation, a multi-component approach to change is recommended: Leadership, Communication, and Networking. During the course of the change lifecycle, the components vary in emphasis. Based on the results of the change analysis, run several workshops to determine and document the key activities that are necessary in each of the areas: Leadership Review and agree the role of Leadership as part of the change (refer to Change Management Plan for Honduras for Leadership Key Success Factors). Communication (refer to step 4) but ensure to integrate into overall change management planning Network Select a group of change agents for the Network. Confirm that they are willing to take on the responsibility and plan key activities. Tip Typically, the Change Network will comprise people within the CO’s who have an enthusiastic commitment to the benefits of the change together with an ability to influence others, either from their position within the organizational hierarchy, or through their perceived stature. After change activities have been identified and documented, plan and agree the owner and the timing for the activity. Tip: Set up a Change Management Committee or workgroup for ongoing management. © 2006 Accenture. All rights reserved.

5 Guide – Change Management
Step Description How do I do it? 4 Plan communications activities The purpose of communication is to build sufficient support and commitment for the transition activities and to gain acceptance from the CO staff and external stakeholders to agree and commit to its activities. A Communication Plan is intended to outline in detail how the communication strategy will be implemented. The Communication Calendar is intended to visually represent the communication deliverables listed in the Communication Plan. The same can be achieved by entering the communications activities directly into the transition plan. The foundation for efficient communication relies on completing the following three tasks (in order). Stakeholder / Audience Analysis Communication Plan Communication Calendar Based on the results of the stakeholder analysis as input (from step 2 in the toolkit) develop the communications plan. - Conduct a workshop using the stakeholder analysis as a basis. Objective: Discuss the purpose and develop messages for each of the target groups as well as confirm the timing of those messages. Document the Communications Plan Obtain approval from assigned approver Distribute to participants and owners of communication events. Tip: The general approach is to plan communication counting back a number of months / weeks prior to the change or impact. Communication Plan Template Once the communications plan is complete, enter the key activities into a Communications Calendar. Communication Calendar Sample Tip: The Communication Calendar can also be used to list all the regular events (including status reports, staff meetings etc.) that takes place on a day to day basis as part of business as usual. © 2006 Accenture. All rights reserved.

6 Guide – Change Management
Step Description How do I do it? 5 Manage the change and communications plans Use the documented Change Management Plan to ensure that change activities are well planned and measured such that staff are provided the right amount of leadership, guidance, and ownership at the right time. Conduct regular meetings to review and update the change management and communication plans based on any changes in transition activities or input from feedback channels. Tip: Conduct regular surveys or informal feedback sessions to ensure that your communication plan is working. Tip: Build feedback reminders into your change management or transition plan. © 2006 Accenture. All rights reserved.

7 Guide – Change Management
Hints & Tips Communication events do not happen by themselves. They need to be planned in a structured way and need to be managed on a constant basis as any other activity. Define precisely who your audience is. This is not only “one” category. Differentiate your people by their current and future roles as well as the level of impact. Clearly state your intention for each stakeholder group: what do you want to achieve? To change the way they operate today? To only be informed about the change? Define your success criteria early on: how will you know that people have bought in and are happy with the planned activities? Use multiple communication tools to deliver the same message: some people prefer visuals, others prefer to read or to listen. Try to combine multiple methods when you communicate. Ensure proper feedback channels! Challenge Action People do not “believe” in what they are hearing People do not feel that they have been involved in the change Lack of motivation of team to perform in new roles (likely to happen in new structure) Information not always filtering down or out to all people in the organization Effective communications depends significantly on the communicators or the deliverers of messages. It is important that the communicators have credibility with their audience for the message they are delivering. Ensure many opportunities for feedback – both formal and information (ex. suggestion box, face-to-face meetings, network) Leadership plays a key role in motivating the team. Consistently manage staff and key stakeholder along the change curve to ensure full understanding of overall organization benefits. Align any training activities and potential salary increases. Refer to ‘Staff Development’ and ‘Organization Structure’ components. Use many different methods for communicating and use the network to share information (ex. even simple ideas such as printing and posting ed information) © 2006 Accenture. All rights reserved.

8 Commitment Curve Organizational Change The change management approach is based on understanding the various phases in the commitment curve and the related activities during the course of the change lifecycle. Sponsors Change Agents All Staff Commitment Acceptance Support for change Understanding The quadrants are important in themselves, but there’s also a method, these things are important at different times. We more from awareness to understanding….to commitment. We start off with a lot of navigation and leadership, and those become less important as others things become more important. Not everyone needs to get all the way to commitment. But you need to consider what is the outcome that is desired. At the bottom, you’ve got the downside that can happen if you don’t have awareness – you can get confusion, if you don’t have understanding, you can get negative perception… You get a gulf if people aren’t ready for the launch of a new system, and they fill that gulf with additional requirements, change requests. If you get to the point where you need commitment, they throw it away at the end. If you don’t develop the leadership at the beginning of the project, nobody cares, they don’t have the emotional commitment to care about the project. If you can’t capture the leadership’s attention, you’ve got to ask questions about what they’re doing. You also need to focus the leadership on the macro level before you jump to the micro level. We talk about what do people need to be doing by the time we get to this stage. E.g. what do the Unions need to be doing by this time. Use it as a planning activity to say what do people need to be able to do. Awareness Time Stakeholders know that change is imminent. They do not know yet what will be the benefits coming from the change. Stakeholders can explain the impact of the change on them and on their organization Stakeholders have a positive attitude toward the change and what will personally affect them. They are prepared and willing “to give it a try” Stakeholders will champion the changes associated with the change to their peers and will do everything in their power to make it work and deliver the expected benefits in their organization © 2006 Accenture. All rights reserved.

9 Commitment Curve Key Questions
Pilot Commitment Curve What happens after implementation? Is this change really here for keeps? How do we continue improving? How can this change help us grow the business? How will this change affect my job? What will I be trained on? How ready are we? How ready is the business? Stakeholder Perspective Commitment What do changes look like? What is my role? How committed is the leadership? How will this affect me? How will this affect the business? Acceptance Align reward systems to new environment Empower stakeholder groups to fully own business processes Implement training focused on long-term use and continuous improvement Degree of Support for Change Understanding Begin to generate buy-in Highlight the need for and benefits of change Develop action plan to remove barriers that impede pace of change Provide sufficient training and support What is the transition scope, full impact, and rationale for the change? State the fact Awareness Define transition vision and business benefits Develop shared vision for change Accept and respond to input from stakeholders Action Steps Define scope of change Identify sponsors and key stakeholders Plan project work steps and milestones Time

10 SAMPLE ANALYSIS Change Analysis Current Pressures Sample
The people in the CO are currently working under the influence of a series of pressures. Staff perception of change is key to the success of change initiatives. Addressing these as part of the transition activities will assist in achieving a smooth transition to a regional structure after the removal of Title II funding. **Input comes from change management survey (almost 30 managers) in Honduras and from interviews with over 10 management level staff Sources of Current Pressure Description of Impact Regionalization Undefined timeline and milestones for the overall process Timeline and activities that do exist are not communicated well Unclear transitional leadership Unclear understanding of regional roles (interaction and handoffs) Perception that communicated benefits of regionalization are not being realized (ie. cost savings, attracting donors, etc) Perception that regional structure removes financial support from the COs Perception that regional structure delays operative process in the CO Causes staff to question how and where they fit in the organization’s future Increases day to day workload on staff Instills fear about future job security, some people leaving organization Dependent on the rest of the region for activities; Long decision making process Removal of Title II funding Generates anxiety about the future and image of CARE. Historically, Title II funding had been as high as 75% of the CO budget. Unclear how costs will be covered after the funding is removed Large concurrent initiatives (Regionalization, Title II, new strategy, etc) Many leads for many efforts; confusion around who has the answers Perception of unreachable leadership Decision makers and decision making process is not clear Priorities are not clear Requires proactive dependency management to ensure ongoing integration Dilutes the perceived importance of change initiatives Budget Constraints Reduced satisfaction with employee benefits because of long wait for a minimal salary increase and the removal of employee bonus Decreases staff morale and resilience Reduces career development opportunities because of lack of funding for training Generates anxiety about the CO’s financial situation SAMPLE ANALYSIS © 2006 Accenture. All rights reserved.

11 Change Analysis Type of Change
Transformational change Impact to the organization Level of complexity/ BREADTH: Large in scale, impacting most if not all functions DEPTH: Require people to radically change how they work - new objectives, skills, behaviors, responsibilities, workload etc. IMPACT: Impacts strategies, processes and tools CRITICALITY: Driven by an external need to change (e.g. customer demand), impacts core functions and drives the realization of strategies High Operational change  BREADTH: Moderate in scale, impacting several functions DEPTH: Require people to learn new skills and behaviors, but retains basic responsibilities and workload IMPACT: Impacts strategies, processes or tools, but not all CRITICALITY: Driven by an internal need to change, impacts core functions and enables strategies Moderate SAMPLE HIGHLIGHT Transactional change BREADTH: Small in scale, impacting only a few functions DEPTH: Require minor changes to how people do their jobs, but do not change the skills, responsibilities, or workload IMPACT: Minor impacts to processes and tools, and no impact to corporate strategy  CRITICALITY: Driven by an internal need to change, impacts non-core functions and does not tie directly to a corporate strategy Low © 2006 Accenture. All rights reserved.

12 Stakeholder Analysis Template
Stakeholder (Audience) “Standing” To day Desired “Standing” in the Future Resistance / Barriers How you plan to Address Comments A stakeholder refers to a broad range of people who have an interest in the outcome or who have the ability to influence the outcome of the initiative (either positively or negatively). These are people who are likely to be impacted by the change. This is the Stakeholders current acceptance of the change. Awareness Understanding Acceptance Commitment This is the desired acceptance of the change the stakeholder should have on the day of “go-live” or impact. This is any foreseen opposition or barriers that the Stakeholder may present (e.g. lack of technical understanding, language barrier, or personnel likely to resist because of unsuccessful re-structure or change in the past etc.). This how you plan to address resistance from the stakeholder. This can include key messages, tone of the message, delivery method, etc (e.g. series of information seminars to bring personnel up to speed, highlight the benefits and the differences of the change). This is comments around anything relevant to consider for this stakeholder or planned activity. Finance Manager Aware of the change, although has no understanding of what that means for the finance team Fully Committed and supportive, can explain the change / implications and benefits to the rest of the finance team Opposition as this may mean working in a different location, no knowledge about Finance system Finance Manager and HR Manager to meet with Finance Group to present benefits, business case, cost structure, and address concerns. Investigate possibility of global support in terms of communication materials on benefits SAMPLE ANALYSIS © 2006 Accenture. All rights reserved.

13 SAMPLE PLAN Change Analysis Stakeholder Impact Sample b
CO Transition will impact a range of stakeholders within the CO in different ways. # Internal Stakeholders Areas of Impact Culture Tools / Tech Structure Job / Skills Process 1 Regional Personnel b 2 Administration 3 Finance 4 Human Resources 5 IT 6 Title II Program 7 Title II Administration 8 Sub-Offices (La Esperanza, San Pedro Sula, La Ceiba) 9 Program Managers (with direct reports) 10 Program Staff SAMPLE PLAN © 2006 Accenture. All rights reserved.

14 Communications Plan Template
Purpose Stakeholder (Audience) Content Delivery Method Schedule /Timing Owner Developer This is the overall purpose of the communication. What are you trying to achieve? What is the end goal? (E.g. for staff to have full understanding of re-structure, understanding of new policy etc.) This is the most important driver of your Communication Plan This is the list of stakeholders you defined on the Stakeholder Analysis Template This is the material or subject matter that should be included in your communication. This is the vehicle or channel or method you intend to use to convey the intended communication. (E.g. , meeting, site visit, etc.) This is the frequency and timing of the particular communication. This can be general or specific (e.g. As needed, 1st of every month, weekly, once, July 14, etc.) This is the individual(s) responsible for delivering the specific communication (e.g. Country Director, HR Lead, Finance Manage, So Director etc.) This is the individual(s) responsible for creating the specific communication (e.g. Human Resources, CARE Atlanta, Kuito Director or a name of a person etc.) Ensure common direction Generate/keep high enthusiasm Inform of major changes Share status Address/resolve issues / questions HR Team IT Team Sub-office staff SMT Government • Direction, changes, key dates, • Progress • Team results • Training Opportunities • Monthly update / Newsletter • Information lunches • Website • Meeting • Group events, celebrations Once per month Once per week After each SMT As Needed On the 3rd of each month Etc.. Regional Director Country Director Program Co-ordinator HR Lead HR Program Coordinator SO Director Finance Function SAMPLE COMMUNICATION © 2006 Accenture. All rights reserved.

15 Communication Calendar Sample
SAMPLE PLAN © 2006 Accenture. All rights reserved.

16 Communication Guidelines
All communication is managed through the Communication Plan (Align internal, external and transition communication) Communication will be open, honest and two-way Communication will always be delivered as soon as is practicable to stop any rumours Communication will be conducted on a regular basis Messages will be customised to meet the needs of the audience groups Leverage existing communication methods To ensure information effectively reaches targeted stakeholders, it is important that they be conveyed through a variety of channels Feedback will be generated and evaluated in order to monitor, check and improve communications © 2006 Accenture. All rights reserved.


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