1. Change Management Plan
Presentation on how to best go about implementing the needed software changes.

2. Goals of Change Management Plan
Create a schedule for the change process
Have employee meetings regarding the change to being the communication process
Plan implementation process based on input from employees and management
Implementation of the change
Review the outcomes of the change
Feedback from employees using the new software
Potential customer complaints
According to Anderson, D. and Anderson, L. S. (2001), “Change managers are charged with three goals: (1) Plan how to put the changes in place; (2) ensure that it actually is implemented; and (3) overcome people’s resistance” (p ). The goals of the plan in place are to create the schedule that will be followed. It is very important to include the staff by having meeting that will discuss the software, worries that the employees have about getting the new software, and any input they may have about the software. As they will be the ones using this new software on a daily basis, they may have unique insights that will help with the implementation of the change or point out any potential problems they can see with the new software. Next, the implementation process will need to be planned out to determine the best way to put the new software in without causing too many disruptions for the workday. Then, will come the implementation itself. After the implementation of the new software, it is important to make sure that it is running smoothly by gathering information from the employees and customers.

3. Potential Employee Challenges
Employees worry about job security
Worry that the new software will replace them in the company
Worry that the new software will be too difficult for them to learn resulting in them loosing their job
Worry that the software will change their role within the company
Without open lines of communication, employees may worry that this new change will imperil their position within the company. They may feel that they will not be able to keep up with the change, that will increase their workload, that it will eventually replace their position or that they will not be able to learn how to use the new system well enough to continue doing this job as well as they did in the past. The economy is not very stable making many employees worry about their security within a company.

4. Potential Employee Challenges
Employees with an open-mind for the change are silent.
Employees that may not worry about the new change are silent in face of the negativity that is coming from other employees.
Not all employees will look upon a change in a company with fear and uncertainty. There will be employees that are able to keep an open-mind about a change, but they do not offer their insight to the rest of the company. These employees may have previous experience with a similar program, have heard positive things about it or be receptive to change. They can be encouraged to speak up to help counter the negativity that may be occurring because of the upcoming change.

5. Potential Employee Challenges
Employees that are resistance to change in workplace culture
These employees may feel that these changes are not going to benefit the company.
They may be resistant to the fact that they will need to perform their tasks differently because of the change.
They may be afraid of change itself.
Some employees may be resistant to any change that the company wants to implement. They may feel that the old way is better no matter what the new change may be that is being implemented. They may be put out that they have to change the way that they are completing their work tasks due to a new change. This can be very hard on morale in a company if they are left to continue complaining about the new change or how it has impacted them.

6. Potential Employee Challenges
Employees are unsure of the change that is being implemented
Not understanding the change completely can cause the employees to be negative and resistant to the change
According to Mills (2008), “Too often, leaders make the mistake of believing that others understand their vision as clearly as they do.  Even when employees understand the vision and need for change, they often resist because change involves loss (loss of control, predictability, and often jobs)” (para. 4). It is important that during employee meetings that the presenters are clear about the change that is being made with the new software. Employees that are unsure of what is going to be taking place with the new software can cause problems in the implementation process.

7. Critical Management Techniques and Skills for Employee Motivation
Open the lines of communication with employees
This will help to get their input on potential improvements or problems they may see.
It will also provide input on how employees feel about the change and what needs to be done to increase their motivation for the change.
Employees can either embrace change, worry about how the changes will affect them, or be completely against the change. Managers need to understand what the potential employee challenges may be when implementing a new change so that they can effectively motivate the employee to see the benefits in the change. According to Bruce and Pepitone (1999), “Take responsibilities for working with your employees to shape the changes in your organization. Don’t just wait for changes to come from the outside and don’t expect others to make things happen” (p. 167). One of the first things that should be done when addressing this change is to speak with employees about it. Keeping this information secret will cause more worry and anxiety about the change. Being open will reduce this stress for employees.

8. Critical Management Techniques and Skills for Employee Motivation
Tackle gossip about the change head on.
Gossip happens in every work place, and can cause disruptions.
Addressing the gossip will clear the air.
Being open about the change will help to keep further rumors from being started.
Employees that are anxious about a change, even one that is out in the open, may gossip about the change. Ignoring the gossip can be detrimental as employees may feel that what has been discussed about this new change is missing important information that may impact their positions. Talking about the gossip and refuting it when necessary can help to dispel that feeling of fear of the unknown. Employees will feel more comfortable with the process if their worries are addressed without being brushed off. This will help to improve morale when it comes to company changes.

9. Critical Management Techniques and Skills for Employee Motivation
Employees may be quick to negatively critique the new software change.
Managers should address these critiques and turn them into more constructive criticism.
Employees are the ones that are on the front lines of a company, and can be the first ones to notice a potential problem before implementation or problems that occur after the new system is in place. Negative criticism of the new system is something that can be addressed as it may have a constructive application that can be used to improve the process. Many employees can be quick to offer negative comments, but managers can actively pursue the employees to turn that negative into a positive.

10. Implementation Process
Implement over a week with one employee at a time
Stage 1: Group training meetings
Stage 2: Install new software
Stage 2: Individual employee training
The main implementation process will take place over a week as each computer will need to be updated with the new software individually to ensure that there are enough employees to cover the workload. Each employee will be introduced to the software in a group meeting before the installation where they will be given a presentation on how to use the new software. After the software is installed on the computer, each individual will then receive hands on training to ensure that they completely understand how to use it correctly. This can make sure that they are aware of all the tips and tricks of the program to use it fully.

11. Implementation Process
Feedback Schedule
Feedback surveys should be sent out after the implementation to determine how well the new program is working, and any changes that need to be made.
Also, employees can be encouraged to share anything that they have learned to improve how others use the program.
Probably the most overlooked stage in the implementation process is feedback on the implementation. It is important to evaluate if a new change is performing optimally for employees. The new software can be evaluated by sending out feedback surveys to employees. This should be done at different intervals to see how well the software is performing right after it has been installed to weeks afterwards. The survey can be used to spot any negatives or positives with the software. Over time, problems can be found that need to be fixed or employees may find unique ways to improve their workflow that they can share with the rest of their department.

12. References
Anderson, D., & Anderson, L. S. (2001). Beyond change management: advanced strategies for today's transformational leaders. San Francisco: Jossey-Bass/Pfeiffer.
Bruce, A., & Pepitone, J. S. (1999). Motivating employees. New York: McGraw-Hill.
Mills, C. (2008). 5 Rules for a Successful Change Management Plan. Technology Association of Georgia | Tech News Articles Events Jobs. Retrieved September 17, 2012, from