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Change Management Checklist Ensure  change is seen as the norm  and is effective Anand Subramaniam
[object Object],[object Object]
Past Lessons Learned on Change ,[object Object],[object Object],[object Object],[object Object]
Expectations ,[object Object],[object Object],[object Object]
Idea of Change ,[object Object],[object Object],[object Object]
Management Support ,[object Object],[object Object],[object Object]
Acceptability of Change ,[object Object],[object Object],[object Object],[object Object]
Change Readiness Nothing  A general idea  A description of where it affects their own department or activity  A full description  What can people directly affected by the changes tell you about the plan:  Unclear  Not at all consistent  Consistent among senior management but not otherwise  Consistent throughout the organisation  Expectations of what this change will lead to are:  Not successful  Having no obvious impact  Moderately successful  A success  The related change in the organisation is viewed as: Conservative or resistant to change  Apathetic  Independent  Innovative  Employees may be best described as:  Vigorously resisted  Greeted with some resistance  Not well understood  Seen as meeting employee’s needs  In the past, new policies or systems introduced by management have been:  5% Ready 25% Ready 50% Ready 100% Ready
Change Readiness (Contd) Unclear  Minimal  Limited  Enthusiastic  Top management support for this initiative  Beneficial only to part of the organisation  Largely a matter of procedure  Generally beneficial to the organisation  Crucial to your organisation future  The next stage of change is viewed by staff as:  The change is not seen as addressing important and relevant service problems  Outside bodies (e.g. customers, suppliers)  Departmental managers  The staff directly involved  The problems addressed through this initiative were first raised by:  No change  Minor improve-ment  Significant alteration  Major change  Work procedures following the introduction of this initiative is seen as needing:  Not defined  Poorly defined  Outlined in general terms  Specified in detail  Intended outcomes of the change have been:  5% Ready 25% Ready 50% Ready 100% Ready
Change Readiness (Contd.) Technically unclear  Novel  Similar to others undertaken in the recent past  Similar to others already underway  The related change is technically:  Make jobs harder  Replace old tasks and skills with new ones  Make jobs easier and more satisfying Make jobs more rewarding The related changes:  Not at all  Only indirectly  Partly  Directly  The change deals with issues of relevance to the this initiative:  An obstacle to improvement  Routine  A helpful problem-solving process  An important part of management development  The management performance appraisal and review process is:  Not planned the resources that are needed  Withheld resources  Expects the change to be implemented from existing resources  Committed significant resources to the changes  Top management has:  5% Ready 25% Ready 50% Ready 100% Ready
Planning Change - Checklist ,[object Object],[object Object],[object Object],What resources will be required? ,[object Object],[object Object],[object Object],How will  the consultation take place with the people affected and the unions representing them? ,[object Object],[object Object],How will this change affect this work group? ,[object Object],[object Object],[object Object],What authorisations and management support will be needed to implement the changes? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Is there a clear vision about why this change is necessary and what will be  achieved? Sub-Questions Key Questions
Planning Change – Checklist (Contd.) ,[object Object],Has the success criteria for the change been defined? How will the communication to clients, other work areas etc. be done? ,[object Object],[object Object],[object Object],[object Object],How long will the implementation phase take? ,[object Object],[object Object],How will staffing and industrial issues managed? Sub-Questions Key Questions
Evaluating Change - Checklist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy Scenario
[object Object],[object Object]
[object Object],[object Object]

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Change Management Checklist

  • 1. Change Management Checklist Ensure change is seen as the norm and is effective Anand Subramaniam
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. Change Readiness Nothing A general idea A description of where it affects their own department or activity A full description What can people directly affected by the changes tell you about the plan: Unclear Not at all consistent Consistent among senior management but not otherwise Consistent throughout the organisation Expectations of what this change will lead to are: Not successful Having no obvious impact Moderately successful A success The related change in the organisation is viewed as: Conservative or resistant to change Apathetic Independent Innovative Employees may be best described as: Vigorously resisted Greeted with some resistance Not well understood Seen as meeting employee’s needs In the past, new policies or systems introduced by management have been: 5% Ready 25% Ready 50% Ready 100% Ready
  • 9. Change Readiness (Contd) Unclear Minimal Limited Enthusiastic Top management support for this initiative Beneficial only to part of the organisation Largely a matter of procedure Generally beneficial to the organisation Crucial to your organisation future The next stage of change is viewed by staff as: The change is not seen as addressing important and relevant service problems Outside bodies (e.g. customers, suppliers) Departmental managers The staff directly involved The problems addressed through this initiative were first raised by: No change Minor improve-ment Significant alteration Major change Work procedures following the introduction of this initiative is seen as needing: Not defined Poorly defined Outlined in general terms Specified in detail Intended outcomes of the change have been: 5% Ready 25% Ready 50% Ready 100% Ready
  • 10. Change Readiness (Contd.) Technically unclear Novel Similar to others undertaken in the recent past Similar to others already underway The related change is technically: Make jobs harder Replace old tasks and skills with new ones Make jobs easier and more satisfying Make jobs more rewarding The related changes: Not at all Only indirectly Partly Directly The change deals with issues of relevance to the this initiative: An obstacle to improvement Routine A helpful problem-solving process An important part of management development The management performance appraisal and review process is: Not planned the resources that are needed Withheld resources Expects the change to be implemented from existing resources Committed significant resources to the changes Top management has: 5% Ready 25% Ready 50% Ready 100% Ready
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