To my HR Colleagues, I have attached a Change Guide I developed to assist in managing change programs within the organisation. Its best served for small to medium change initiatives and takes on the assumption that you have already completed your financial and activity based analysis for data validation prior to change. I have not attached the worksheet inventory but please feel free to get in contact with me and I will be more than happy to provide these to you.

1.
Change Guide
Developed for
[place name of department / unit here]
CHANGE GUIDE 1

2. Plan for Change in [department/unit]
A. Plan for Change
B. Manage Type of Change
C. Communicate and Enagage ‐
Manager Guide
D. Measure Success ‐ Manager
Guide
A. Plan for B. Manager C. Communicate D. Measure
Change Type of and Engage – Success –
Change Managers Managers
Step 1: Learn
guide guide
about change Step 4:
management Customise Step 5: Prepare Step 8: Track
change strategy leaders for change initiatives
Step 2: Build a
for specific change
case for Step 9: Measure
initiative
managing Step 6: change success
change Communicate post‐
change implementation
Step 3:
Determine Step 7: Engage
ownership of team members
change through change
CHANGE GUIDE 2

3. Step 1: Learn about change management
Change Management Definitions
Change Management as a Competitive Tactic
Change management is the continuous process of aligning an
1
organisation with its market place – and doing so more responsively
and effectively than competitors
Change Management as a Systematic Process
Change management is the formal process for organisational change,
2 including a systematic approach and application of knowledge. Change
management means defining and adopting strategies, structures,
procedures, and technologies to deal with change stemming from
Activity internal and external conditions
Change Management as a means of Transitioning People
Determine your teams preferred
Change management is a critical part of any project that leads,
definition of change to ensure
consistency in future planning.
3 manages, and enables people to accept new processes, technologies,
systems structures, and values. It is the set of activities that helps
people transition from their present way of working to the desired way
of working
Have a friendly discussion and
Change Management as “All of the Above”
select a change management
In thinking about what is meant by “change management”, at least
definition in the list provided.
four basic definitions come to mind:
Having selected one definition, 4 

The task of managing change
An area of professional practice
discuss how it relates to you and  A body of knowledge
 A control mechanism
your interpretation of the
definition. My definition of Change Management in these circumstances means
Write down your own
interpretation of Change
Management in relation to the
5
discussion and current state.
CHANGE GUIDE 3

4. Step 1: Learn about change management
Completing the “inventory” worksheet will assist you in applying abstract
change management concepts to the publications team initiative.
Please complete your Change
Management Fundamentals
Worksheet. This can be completed
individually or in groups. Please
ensure that a team discussion
follows and that you have the
Activity opportunity to provide input and
your own individual responses
Complete an “inventory” of the
[department] change initiative to Please see Appendix A
assist in the planning and
implementation process.
Now is a good time to review any Pulse survey
strategy documents relating to How am I feeling about change within the publications team?
your department or unit. 1 2 3 4 5
Anxious Positive & Energised
How will the change impact me?
It’s time to take your pulse 1 2 3 4 5
I have no idea! I am clear about my role
And what’s expected from me
Overall I think that this change process will be:
1 2 3 4 5
A waste of time Provide real value to MQ
CHANGE GUIDE 4

5. Step 2: Building your case for managing change
Why are we in need of change?
When building a business case for
“Every generation needs a new
actively managing change, clearly
revolution”
show how effective change
Thomas Jefferson
management directly impacts you
personally, the objectives of your
team and the Marketing Unit –
What is the rationale for change in [department]?
University
The case for managing change is
four‐fold:
 Building the rationale
 Identifying your
emotional Commitment
 Making the connection
 Organisational objectives
Building the rationale
Discuss and write down the major
reasons for change in
[department]
CHANGE GUIDE 5

6. Step 2: Building your case for managing change
Identifying my emotional Change is dependent on a few factors, but one major contributor to a
successful change initiative is your ENGAGEMENT
commitment
It’s in understanding your own
“You need to understand how to do
values, enjoyment, and belief in
your job, the team and the
your job and why it matters”
organisation.
Some points to consider when
Understanding my emotional commitment
understanding your emotional
commitment are:

The connection between my
work and the organisation

The importance of my job to
the organisations success
 My job fit and personal goals
 The quality of my job, its
variety, challenge and
freedom
 My available resources, tools
and skills to do a great job
Feel free to discuss this personally
with your manager to get a better
sense of you emotional
commitment
CHANGE GUIDE 6

7. Step 2: Building your case for managing change
Making the connection The connection is the lifeline required to power up your ability to achieve
change success and succeed in your role
Following from your rationale,
understanding your commitment
Making the connection
to strengthen your engagement,
your next step will be to make the
necessary connections between
the change process and your
commitment to the program.
Take some time to reflect and
draw together what areas of the
rationale will strengthen your
commitment and play to your
strengths. Have you identified any
potential developmental areas
arising from the need to acquire
new skills or knowledge?
Feel free to discuss this personally
with your manager to get a better
sense of your connection and
developmental areas identified
CHANGE GUIDE 7

8. Step 2: Building your case for managing change
Organisational Objectives
Reflecting on the rationale for
change you will need to
understand and answer the
following:
1. What are the current
teams objectives
2. What will be the new Please complete your
Organisational Objectives
team objectives
Worksheet. Please ensure that a
3. How will the new team
team discussion follows and that
objectives be measured you have the opportunity to
provide input and your own
4. What will my personal
individual responses
objectives become
Please see Appendix B
5. How will me personal
objectives be measured
CHANGE GUIDE 8

9. Step 2: Building your case for managing change
Please complete your Training and
Development Needs Analysis
Worksheet. Please ensure that a
team discussion follows and that
you have the opportunity to
provide input and your own
Additional Activity
individual responses
Training and Development Please see Appendix C
Needs Analysis
Having the opportunity to
reflect, analyse and discuss the
change agenda within
[department], there is a likely
chance there will be core skills
that will be required or current
skills and knowledge that will
need to be enhanced.
Please complete the needs
analysis in reference to
managing change and identify
what training and development
will be required:
 Immediately
 3‐6 months
 12 months +
CHANGE GUIDE 9

10. Step 3: Determine ownership of change
Senior Leaders Human Resources
 Actively and visibly  Develop change
Determining the ownership of support change management strategy &
 Communicate directly plans
change is important as it clearly
with team members  Provide support to
designates the responsibilities of managers and team
members
all individuals involved in the
change initiative to prevent
Managers Team Members
confusion and provides more
 Coach team members  Thrive and engage during
transparent expectations
through the transition change
and manage expectations  Provide feedback on
 Communicate to team implementation of
members how change change
will affect their everyday
work
My role:
Which role do you play within
change?
Select your quadrant and write
down some actions you can take to
assist the change program. Discuss
this with the team and set the
expectations with the team
CHANGE GUIDE 10

11. Step 3: Determine ownership of change
RACI models are an effective
means of clearly assigning roles
and responsibilities during project
management.
RACI stands for:
Responsible: Leads the work for
the decision of the activity
Accountable: Has ultimate
ownership for the decision or
activity
Please review your RACI
Consulted: Input sought about
Worksheet.
the decision or activity
Please see Appendix D
Informed: Told about the
decision or activity
CHANGE GUIDE 11

12. Step 4: Customise change strategy for [department]
Some action steps for the [department] change program are listed
below:
While standard change
management practices and
1. [insert steps here]
principles apply across all types of
2. [insert steps here]
change, strategies should be
3. [insert steps here]
customised for each individual
4. [insert steps here]
initiative
5. [insert steps here]
The [department] change initiative
6. [insert steps here]
is based on fundamentals of
7. Measure success (Identify the measures)
change platforms: [select
appropriate drivers below]
 Re‐organisation
 Technology
Please complete the 7 step change
 Mergers & Acquisitions
customisation strategy and place
 Culture this within the RACI worksheet.
Please see Appendix D
[Summarise the drivers for change
here]
CHANGE GUIDE 12

13. Step 5: Prepare leaders for change
Before launching a change
initiative, the leader/manager will
need to be assessed against key
change management
competencies.
Please complete the Change
The information obtained from Management Competency
these assessments can also be
Diagnostic worksheet
used to assist you in your
development of change skills
Please see Appendix E
required to implement a successful
program.
Note:
Your manager will be asked to
provide their assessments to the
competencies within the
diagnostic to assist in the
evaluation
CHANGE GUIDE 13

14. Step 6: Communicate the change
Effective communication during small and large scale change primarily
serves to provide team members with timely and accurate information,
Before implementing change which can positively influence whether the initiative can maintain
productivity and morale and overcome resistance to change. The
initiatives, create a comprehensive following five areas outline questions to consider when building and
delivering a communications strategy designed to inform and guide
communication strategy to align
team members through a change event.
change messages across the
Change management communications strategy considerations
[department]
‐ What do we need to accomplish?
‐ How can the communications strategy accomplish the desired
state?
‐ What do we need to communicate?
‐ Who relays what message?
‐ With whom do we need to communicate?
Note:
‐ In what order do we communicate with our audiences?
Communication strategies should ‐ When are messages communicated? With what frequency?
‐ What tools/channels do we use?
reinforce change messages
‐ How will we measure whether the communications strategy
through multiple channels. Please
achieves its objectives?
Checklist for communicating change
look in Appendix H for the
Change Communications Channels
1. Building a communication strategy
Matrix that explores various 2. Involving Key Stakeholders in communications efforts
distribution channels to 3. Determining message content
4. Identifying most effective communications channels
communicate the change message 5. Ensuring follow up
Please complete the checklist for
communicating change
Please see Appendix F
CHANGE GUIDE 14

15. Step 6: Communicate the change
Components of Change Messages Checklist
Provide background information about the change
Ensure that change messages
o Provide Reasoning
include all necessary components
o Involve team members
o Show support
Present employee‐specific information when possible at ally concerns
about the change
o Provide specifics
o Be realistic
o Identify with team member reactions
Discuss questions, concerns, and/or ideas about the change
o Ask team members
o Listen
Agree on solutions, resources, and/or support
o Offer support
o Ask for help with team members in finding solutions
Summarise and express appreciation
o Identify key points
o Express gratitude
Please review the Components of
Change Messages Checklist in more
detail
Please see Appendix G
CHANGE GUIDE 15

16. Step 7: Engage team members through change
Three stages of engagement during change initiatives
Engage employees in the change
Inform: This stage creates the foundation for
initiative to mitigate the discontent gaining team member commitment. It consists
of the following:
and disillusion that often follows
 Contact – The earliest moment team
change.
Inform 
members learn of the change
Awareness – Team members realise
Each phase of this model that change will take place
 Understanding – Team members
represents a critical stage that demonstrate that they understand the
nature and rationale of change and
presents the opportunity to gain or
what is expected from them
lose employee commitment to
Educate: Team members learn how the change
will directly affect them and their current
change.
routines. They can make a decision whether to
accept or reject the change. It is critical at this
Without responding with stage to communicate information that
highlights the benefits of the change program.
appropriate information and
The educate stage is composed of two
support in each phase, commitment stages:
departments risk losing team
Educate  Positive Perception – Team members
develop a positive mentality toward
members’ acceptance of or the change
 Adoption – Team members have been
commitment to the change. This exposed to the change long enough to
understand the worth and impact on
can result I team members
the department / unit
disengagement, confusion, and
Commit: Implementation occurs during this
phase. Team members adjust to the change as
other negative reactions with can
it becomes a part of their daily work. Two
significantly affect ongoing stages compose this phase:
business and the value add to the  Institutionalisation – The change
proves durable and permanent and
bottom line. has been formally adopted into the
Commit routine operations of the department
/ unit
 Internalisation – Team members are
highly committed to the change
because it aligns with their personal
CHANGE GUIDE 16

17. Step 8: Track change initiatives
Use the change dashboard to
outline change objectives and
monitor progress against these
objectives throughout the change
program
Please review and complete the
change management dashboard
Please see Appendix I
CHANGE GUIDE 17

18. Step 9: Measure change success post-implementation
Components of Post‐Implementation Review
1 2 3 4 5
Change leaders should conduct a
Strongly Disagree Neutral Strongly Agree
post‐implementation review to
evaluate the success of the
Responsiveness: Your Score
initiative and gather ‘lessons Did HR respond promptly to needs for service?
learned”.
Successful reviews include Your Score
Did HR maintain regular and proactive contact during the
change initiative?
representatives of all key
stakeholder groups involved in the
change initiative and any others Quality of deliverables: Your Score
with a vested interest in change Did you achieve the deliverables in a timely manner?
management within the
Your Score
Was the HR advice clear and findings clearly presented?
department / unit.
To provide a comprehensive Were HR services delivered with objectivity?
Your Score
assessment, the relevant function
evaluates the change team as a
Value of contribution: Your Score
whole and individual team
Was the deliverable aligned with business goals/objectives?
member performance, particularly
team leaders. Did HR add value to your unit through the change support Your Score
provided?
Overall Rating: Your Score
How would you describe the overall experience with the
service provided for this change program?
CHANGE GUIDE 18

19.
It’s time to take your pulse
Please review and complete the
pulse survey found on the last page
of your document.
This survey should be taken
towards the end of the change
program
CHANGE GUIDE 19

20.
Please feel free to contact me if you would like to know more or would like to
obtain the appendix inventory
CHANGE GUIDE 20