Change Management - How to manage change in your organization successfully. A Manual for HR and non-HR Professionals

CHANGE
MANAGEMENT
HOW-TO-GUIDE
<How to manage Change
in your Organization successfully>
Image Copyright Andrew Buckin, 2013 Used under license from Shutterstock.com
How-to-Guide
CHANGE
MANAGEMENT
©HRM Toolshop, 2013, all rights reserved www.hrmtoolshop.com

How-to-Guide CHANGE MANAGEMENT
It all started years ago, when we ourselves, as HR Professionals, came to
realize the hard way, that it is highly time-consuming to find ready-to-
use, straightforward HR information on the internet. The option to work
with expensive consultancy firms being a budgetary challenge in the
economic down-turn, we looked for other EFFICIENT ways for designing
and customizing our HR instruments ourselves at a high standard.
That is how our idea grew to develop pragmatic and generic how-to HR
guides around HOT HR processes, such as Strategic Planning, Change
Management, Performance & Talent Management! We also wanted to
offer great HR tools & templates that people could download quickly and
then customize to their own needs.
Just like a very professional Do-It-Yourself store for all kinds of HR issues!
To ensure the widely applicable usage of our products, we started
connecting with senior HR think alikes across the globe, to help create
and/or validate our Toolkits.
As you read this, we are producing more practical tools & templates for
you with this team. Don’t hesitate to send us a query through our web
shop if you think of something particular you can’t find anywhere!
Anne & Tania, Brussels, 2013
WE WELCOME YOU TO THE HRM TOOLSHOP
Together, we combine 40 years of
HR experience across industries
and geographies.

HRM
TOOLSHOP
• This Guide is part of the CHANGE
MANAGEMENT TOOLKIT. This toolkit helps
you to build your own Change Management
Strategy & Plans.
• In the ORGANIZATION & CHANGE category,
you can also find these related HR Toolkits to
further develop your organization:
– Organization Design Toolkit (under
construction)
– HR Project Management Toolkit
• Go to www.hrmtoolshop.com for more
HR Toolkits & Guides.

• Is your organization facing some key changes in
their Go-To-Market Offering or in the way the
Business operates?
Is your Executive Management Team driving a
major Efficiency Program across all functions?
Are you part of a (Global) Task Force for
implementing a new Enterprise-wide IT System?
Is your company planning a new Acquisition soon?
• Having a step-by-step approach for managing any
Change Project within your organization will
enhance your success and credibility as an
experienced Change Agent.
• It will provide you with the tools and checkpoints
to ensure that any change results in higher
business performance and highly engaged staff.
ABOUT THIS
GUIDE

• Our How-to-Guides, such as the one you are currently
reading, are limited in application: each customer
can consult our How-to-Guides, but they cannot be
shared, edited, customized, etc... in any format or
context. These Guides only serve as comprehensive
manuals for you in applying all the HRM Toolshop
Tools & Templates, and should be used for that
purpose only.
• Each of our How-to-Guides is therefore only offered
in a non-customizable or non-editable format.
• On the other hand, you are allowed to use the Tools &
Templates for which you bought a license, and
customize these to your needs, subject to the
limitations under the License.
• For more information: see our General Conditions on
www.hrmtoolshop.com
USING THIS
GUIDE

• The Theory : Introducing the Concept & Model:
What is Change Management?
• The Practice : A roadmap for managing Change:
How to build your Change Management Strategy &
Plans?
• The Experience : Sharing experiences:
How to be successful?
INSIDE THIS
GUIDE

WHAT IS CHANGE
MANAGEMENT?
The Theory : introducing concepts & models

• Organizational change is defined as change that
has an impact on the way work is performed and
has significant effects on staff.
• This could include changes in:
– the structure of an organization;
– organizational operations;
– the size of the required resources;
– the way roles are performed;
– the scope of a role
• Organizational change can have an impact
irrespective of the size or scale of the envisioned
result of the change.
• In most cases, "organizational change" is used
when we refer to a significant change in the
organization, such as reorganization or adding a
major new product or service. This is in contrast to
smaller changes, such as adopting a new computer
procedure or a specific procurement policy.
WHAT IS
CHANGE?

• Change Management (CM):
– Change Management is a critical factor of any
Organizational Transformation Project.
– It focuses on those events and processes that have
an instrumental impact on the successful
implementation of the change, its cost and the
realization of the proposed benefits.
– It mainly targets :
• creating awareness about the envisioned change,
• building commitment with all stakeholders,
• developing the required (leadership) behaviours for
making the change sustainable
• planning the organizational structural changes and
related staffing
SOME
DEFINITIONS

CHANGE IMPACT
ON PEOPLE
Introducing a change will always have an impact
on People, directly or indirectly.
This graph shows the typical phases before people
commit to the change. The speed with which they
go through these phases can vary depending on
their RESISTANCE to change.
Time
Emotional
reaction
Passive
Active
Immobilisation
Denial
Anger
Negotiation
Depression
Testing
Acceptance

...SOME PAGES ARE MISSING HERE...
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©HRM Toolshop, 2013, all rights reserved

HOW TO BUILD YOUR
CHANGE MANAGEMENT
STRATEGY & PLANS?
The Practice : A roadmap for managing Change

ROADMAP OVERVIEW
STEPS FOR BUILDING YOUR CHANGE MANAGEMENT
STRATEGY & PLANS
IV. Sustaining the
Change
B. Measure the
Progress of the
Change vs the
Desired
Outcomes
C. Plan
corrective
actions if and
when required
to ensure
Sustainable
Change
A. Develop the
Culture to
embed the
Change in the
Way of Working
III. Implementing
the Change
A. Implement the Change
Management Plans
B. Adapt the HR &
Performance Processes
II. Planning the
Change
C Set-Up of a
Change
Management
Structure
A. Develop a
clear Change
Management
Strategy
(How –When)
B Build Plans
for Managing
Change
I. Preparing for
Change
A. Define the
Case for Change
and Context
(What – Why)
C. Get Senior
Management
Support for
realizing the
Change
B. Assess the
Impact &
Readiness for
Change

• Objective =
– To understand and coherently
formulate the reason and intent of
the envisioned change, as well as the
context that led to the change
decision.
– To assess the change impact on all
stakeholders and readiness for
change in the organization.
– To obtain buy-in and commitment
from strategic Key Leaders who can
help drive the change.
• Critical HR Competencies to have:
– Business Understanding
– Conceptual Thinking
– Influencing
– Facilitating & Consulting
STEP I – PREPARING FOR CHANGE
I. Preparing for Change
A. Define the Case
for Change and
Context
(What – Why)
C. Get Senior
Management
Support for
realizing the
ChangeB. Assess the
Impact &
Readiness for
Change

• Understanding what the envisioned change is all about
is key to the entire change management process.
Whoever is responsible for Change Management should
start with stating the Case for Change: WHY has this
change project been initiated and WHAT is it trying to
achieve within the organization: document the findings
of understanding the Case for Change in a standard and
concise way into a Change Brief. This Change Brief will
help you to explain the Case for Changes to others.
• What is a Change Brief?
– A description of the future organization AFTER the
change has been implemented;
– Can be a strategic high-level direction setting or a highly
detailed operational vision ;
– It should engage, excite and vitalize those who must
change
• Why a Change Brief?
– To bring clarity to all about key aspects of the change
– As consistent input for your communication messaging
A. DEFINE THE
CASE FOR
CHANGE &
CONTEXT

CHANGE MANAGEMENT – TOOLS OVERVIEW
AVAILABLE TOOLS PER STEP IN THE PROCESS
IV. SUSTAINING
THE CHANGE
III. IMPLEMENTING
THE CHANGE
II. PLANNING
THE CHANGE
I. PREPARING
FOR CHANGE
 Change Scoping Tool
 Change Brief Template
 Change Stakeholder
Analysis Tool
 Change Impact Analysis
Worksheet
 Change Readiness & Status
Assessment Survey
 Change Leadership
Buy-In Workshop
 Change Management
Strategy Template
Structure & Roles Template
Planning Tool
Planning Workshop
 Change Readiness &
Status Assessment Survey
 HR Change Alignment
Review Tool
See HR Project Management
Tools
 Change Progress & Issue
Report
See Change Management
Planning Tool

CRITICAL SUCCESS FACTORS
& POTENTIAL PITFALLS
The Experience : Sharing Lessons Learned

• Underestimation of resistance –Once real changes
are being made resistance will increase. Without
continued support from senior managers to push
the changes through, the results will not be as
planned
• Change Agents have conflicting priorities – as the
work pressure increases it is likely that those
people nominated as Change Agents will have
competing demands placed on their time. Unless
the situation is managed carefully their time input
may decrease below the level is required to add
value to the Change Management elements of the
project
POTENTIAL
PITFALLS - 3

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WHO WE ARE
My fascination for Talent Management grew as I moved up the hierarchic ladder: as an eager young
search professional in the Retail Sector I came to realize the importance of efficient hiring & onboarding
processes and skills. As I moved on in various leadership roles, one of them in the Federal Government,
I often was challenged with matching people their competencies in critical roles effectively. Over these
years, I gained a lot of experience in Talent Development and Competency Management.
At that time, Compliance became an important concern in many organizations, and I decided to obtain a
Master’s Degree in Labor Law. Once graduated, I started applying these new HR Legal competencies in
my assignments as HR Consultant, mainly in the Energy sector, where I mainly focused on HR
Transformations and HR Policy design work. To really specialize in the HR Legal side of business, for
projects around restructuring, employee relations, wellbeing, etc. ..., I joined a well-known international
legal firm as a senior legal consultant for a couple of years. Today I am fully dedicated in managing my
own HR consultancy firm, offering specialized services in Talent Management besides running the HRM
Toolshop.
I started my career in the Oil & Gas Industry within the Learning & Development area, and then moved
into a senior HR consultancy role at a BIG 5 Consultancy Firm where I became trained in Organization
Design, Change Management and HR Transformation through theory and practice.
Interesting times, lots of international traveling, but I felt that I needed to get exposed to the down-to-
earth, operational side of HR!
I took up several international HR Director roles in Europe and the Middle East, in various industries:
working within different cultures, and how to apply HR practices across locations became my key
lessons learnt those years.
Summarizing all the things I saw and experienced during my career up until now would be as follows:
“Running a Successful Business is Being very Smart about how you manage your People and Starts with
Genuine Respect”. Any successful HR action will derive from this principle.
Tania acquired 20 years of
experience through managing
international HR Legal Projects and
Talent & Development Programs
across industries.
Anne gained 20 years of experience
in guiding businesses through
change, leadership development and
strategic HR planning programs
internationally.

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