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Human Resources Management Core Business Mission Area One Book Change Management and Communications Strategy

Version 1.1 31 March 2006

Department of Defense - Human Resources Management

Table of Contents
Version History ............................................................................................................................................................ii 1. 2. Executive Summary..............................................................................................................................................1 Purpose ..................................................................................................................................................................2
2.1 2.2 Document Scope ............................................................................................................................................... 2 Document Organization .................................................................................................................................... 2 Approach to Change Management and Communications ................................................................................. 2

3.

Change Management and Communications ......................................................................................................2
3.1

3.1.1 3.1.2 3.1.3
3.2 3.3 3.4 3.5 3.6

Certification ...............................................................................................................................3 Portfolio Management ...............................................................................................................3 Enterprise Architecture..............................................................................................................4

Change Management Model ............................................................................................................................. 4 Strategic Communications Model ..................................................................................................................... 5 Change Enablers................................................................................................................................................ 6 HRM Change Management and Communications Goals.................................................................................. 7 HRM Change Management and Communications Objectives .......................................................................... 7

4. 5. 6. 7. 8.

HRM Stakeholders ...............................................................................................................................................8 HRM Themes and Key Messages......................................................................................................................11 Tools and Tactics ................................................................................................................................................13 Execution Approach...........................................................................................................................................17 Evaluation ...........................................................................................................................................................17
8.1 8.2 8.3 Quantitative Methods ...................................................................................................................................... 18 Qualitative Methods ........................................................................................................................................ 18 Strategic Use of Evaluation Methods .............................................................................................................. 19

9.

Conclusion...........................................................................................................................................................19

List of Figures
Figure 3-1 Change Management Model............................................................................................................................ 4 Figure 3-2 Strategic Communications Model ................................................................................................................... 5 Figure 4-1 HRM Stakeholders by Level of Involvement ................................................................................................ 11

List of Tables
Table 3-1. HRM Change Implications ............................................................................................................................. 4 Table 3-2 Change Management Outreach Examples ........................................................................................................ 7 Table 4-1 HRM Stakeholder Analysis .............................................................................................................................. 8 Table 6-1 Communications Tools and Tactics ................................................................................................................ 13 Table 8-1 Methods for Measuring Success ..................................................................................................................... 18

HRM Change Management and Communications Strategy

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0 1.Human Resources Management VERSION HISTORY VERSION 1.Department of Defense .1 PUBLICATION DATE 1 February 2006 31 March 2006 AUTHOR DESCRIPTION OF CHANGE Initial release Insert revision table. Changed “JR&IO” to “Information Management Office” HRM Change Management and Communications Strategy ii .

The communications will need to address far-reaching changes within DoD and HRM. engaged in. messages. Facets of change include people. and other efforts through targeted change management and communications activities. attracting and retaining the nation’s finest people to provide world-class support to the Warfighter and other DoD customers. These methods are both quantitative. and tactics to facilitate communication between HRM and its stakeholders. and technology. Accordingly. Portfolio Management (PfM). HRM change management activities will facilitate an interactive dialogue between HRM and its stakeholders using various communications channels.Human Resources Management 1. To meet this goal.Department of Defense . and Specific HRM business line initiatives. Enterprise Architecture. Change management seeks to build stakeholder buy-in. EXECUTIVE SUMMARY The Under Secretary of Defense for Personnel and Readiness (USD (P&R)) vision is for the Department of Defense (DoD) to be recognized as an employer of first choice. HRM requires a robust change management and communications strategy that facilitates two-way communications. To work toward its mission and vision. HRM Change Management and Communications Strategy 1 . and ready to support DoD. Using a strategic combination of quantitative and qualitative methods is essential to a successful communications program because it helps assess how effectively the program is meeting stakeholder needs throughout the life cycle of a program. providing numerical values. Additionally. It also provides a framework for HRM to execute effective change communications. The HRM mission is to ensure that human resources staff is trained. capable. and qualitative. providing anecdotal information. and supportive of HRM policies and procedures. and acceptance of HRM’s Portfolio Management. the HRM Change Management and Communications Strategy employs a blended approach that combines both change management and strategic communications models. this document outlines a strategic approach to change management and communications and provides specific themes. tools. motivated. the overarching goal of the HRM Change Management and Communications Strategy is to: Increase awareness. The Department is currently experiencing change in the following areas: • • • • Certification. Certification. while strategic communications seek to proactively engage stakeholders in a two-way information exchange. Enterprise Architecture (EA). the HRM Change Management and Communications Strategy describes evaluation methods to measure effectiveness. process. understanding. ensuring that stakeholders are fully aware of. More specifically.

PURPOSE 2. Section 8. tools. This document outlines a strategic approach to change management and communications and provides specific messages. HRM Change Management and Communications Strategy 2 .0: Execution approach.0: Themes and key messages. and ensures that stakeholders are fully aware of. technology.0: Identification and segmentation of stakeholders.0: Specific change and communications tools and tactics. As depicted below. and supportive of HRM policies and procedures. 2. 2. This strategy provides a framework for HRM to execute effective change communications.0: Approach to change management and communications. CHANGE MANAGEMENT AND COMMUNICATIONS 3.Department of Defense . HRM requires a robust change management and communications strategy that facilitates communication of far-reaching changes within DoD and HRM. 3.1 Approach to Change Management and Communications The three main facets of change include people.0: Need and value of feedback and measurement tools. and Section 9. which illustrates the multiple levels that need to be addressed to achieve readiness for any large-scale change and help ensure a smooth transition from any “As-Is” to a “To-Be” state. Overall.2 Document Organization The HRM Change Management and Communications Strategy is divided into nine sections. Section 4. and process. outlining specific timelines and related messaging. these facets overlap and interrelate. Section 6. Each section delves into specific aspects of the strategy: • • • • • • • Section 3. this document addresses the scope of change management and strategic communication needs for HRM. The tactical execution plan that outlines specific timelines and messaging will follow in a separate document. and tactics to facilitate communication between HRM and its stakeholders.0: Conclusion. Section 5. engaged in. will follow in a separate document. Section 7.Human Resources Management A tactical execution plan.1 Document Scope To work toward the P&R vision and mission.

stakeholders need to begin analyzing how their processes will change. or upgrades on the Certification process for system expenditures greater than $1 million and the requirements and responsibilities mandated for Certification. data.1. and collect information on all HRM systems. The following sections address Certification. and program performance. HRM Change Management and Communications Strategy 3 . while maximizing financial efficiencies. and accordingly. and select priorities with each sub-portfolio. processes. tools.1. Sort HRM systems into sub-portfolios.Human Resources Management To achieve a smooth transition. technical fitness. and technology in relation to objective capabilities. modernization. Selection. stakeholders need to be aware of change. begin updating procedural manuals and policies. 2004. Portfolio Management (PfM).1 PfM further balances capabilities and risks. HRM PfM goals are to: • • Identify. Portfolio Management • • 3. Control. From a technological perspective. and templates to support program managers or their designees during the Certification process. HRM goals for Certification are to: • Educate those responsible for development. March 22. The change process can be robust and iterative as stakeholders begin implementing changes and recognize additional opportunities for process innovation. functional utility. Answer related questions and act as a resource for any aspect of the Certification process.2 As outlined by the Deputy Secretary of Defense. 3. and Evaluation.Department of Defense . and Enterprise Architecture (EA). convinced that it will make a positive impact. locate. PfM is an approach to IT investment management that creates an enterprise view of policies. Finally. and be ready to receive more information.1 Certification The DoD Certification process has been mandated for all business systems for which the development or modernization cost is in excess of $1 million. 1 Deputy Secretary of Defense memo on Information Technology (IT) Portfolio Management. stakeholders need to be given the education and the tools to incorporate the changes. HRM employs a four-phased approach to PfM that includes Analysis. Provide guides.

other federal agencies. and with other federal agencies and business partner systems.3 HRM is working to create an EA that contains core business mission area. HRM Change Implications CHANGE IMPLICATIONS HRM FOCUS AREA Certification • • • • Program managers are required to submit Certification packages. reengineer. funds cannot be executed. DoD. If systems or programs that meet the criteria are not submitted for or do not receive Certification. It will impact HRM business and acquisition processes. Table 3-1.Human Resources Management • • Perform PfM Scorecard analysis for managing selected HRM systems. and Serve as a Capstone Architectural Framework for all HRM.” This process is sometimes known as the “Ownership HRM Change Management and Communications Strategy 4 . and future HRM program developments and enhancements. EA will change the way HRM does business within DoD. Support alignment of information technology with business objectives. whether it’s on a day-to-day or more long-term basis. Serve as a blueprint to improve. The purpose of HRM EA is to: • • • • • • Help manage HRM information technology investments.2 Change Management Model As illustrated in Figure 3-1. Foster interoperability among HRM. Figure 3-1 Change Management Model Enterprise Architecture Portfolio Management • • 3. IT investments. Enterprise Architecture 3.1. PfM will impact the way HRM does business. while impacting acquisition and system upgrades. change management facilitates a group’s transition from a state of uncertainty to a state of readiness for change by assisting movement through the circle from “Awareness” to “Understanding” to “Ability. and system-level architectures.Department of Defense . Component. and Ensure that HRM systems comply with Control phase results. and integrate HRM best practice capabilities into programmatic and system solutions for emerging business needs. Provide an overarching framework for future HRM program development and enhancement. and business partner systems. sub-mission area. Strengthening the overall IT portfolio will eliminate redundant systems.

The “Design. and tailor appropriate responses. recognize its unique communication and information needs. Stakeholders become familiar with impending changes in their organization. and technologies.Department of Defense .3 Strategic Communications Model As illustrated in Figure 3-2. including identifying people. stakeholders understand what changes are expected of them and how the change process works as a whole. communicators assess performance by using feedback mechanisms such as surveys. vision. and current methods for communicating to stakeholders. website hit tracking. • The “Awareness” stage lays the groundwork for all other change management activities. “Analysis. and numerous methods to reach the stakeholder groups with the right information at the right time. During this stage. develop.” provides a snapshot of the organization’s current state. various communications tools and tactics. is a cyclical process comprised of five phases. in the “Ability” stage. The first Figure 3-2 Strategic Communications Model phase. These strategies incorporate themes and key messages.” “Development. dedicated email boxes. but are not limited to. organization mission. stakeholders are taught the skills and given the tools and other information necessary to embrace any change.Human Resources Management Building Circle. and implement strategies for internal and external stakeholder buy-in. which opens the first effective channel for ongoing communications. and results in stakeholders owning the change. Successful change management efforts understand the complexities of each stakeholder group’s resistance. goals. • • 3. processes. Specific organizational elements that may be analyzed include. This process is accomplished primarily through a deep understanding of and interactive communication with stakeholders to resolve issues causing resistance. Therefore. During the “Evaluation” phase. internal and external stakeholders. “Understanding” establishes the framework upon which to build stakeholder support and sustained success. builds acceptance. strategic communications.” as it fully engages stakeholders in the change process. and focus groups HRM Change Management and Communications Strategy 5 .” and “Implementation” phases allow communicators to leverage information gathered to design. with respect to change management.

S. the Under Secretary of Defense for Personnel and Readiness. • • − − • Change Leaders – Change leaders are senior leaders in an organization who understand. Transportation Command. Executive-level and seniorlevel support for HRM is critical for any large-scale HRM transformation. Assistant Secretary of Defense for Networks and Information Integration. performs analyses. U. The Defense Business Systems Management Committee (DBSMC) is responsible for overseeing transformation of DoD’s business processes across its core business mission areas. and commit to change within their communities. Vice Chairman of the Joint Chiefs of Staff. As a result.S. The HRM Investment Review Board (IRB) recommends and approves actions regarding Certification. U. Commander.4 Change Enablers Change enablers are the key mechanisms that enable change and support ownership building within the HRM stakeholder community.Human Resources Management among other tools. HRM has also established a cross-sub-mission area structure to build a working relationship to improve business operations and provide cross-core business mission area support to the submission areas and Components. the Department has established a governance structure. As the model indicates. For system Certification. Each HRM sub-mission area has established oversight groups. and working groups that focus on sub-mission area-specific lines of business. Maintaining a stakeholder database helps track stakeholder involvement and determines additional strategic outreach focuses. Technology. HRM will continually seek to build executive and senior-level support. and the director of the Office of the Secretary of Defense for Program Analysis and Evaluation. The Investment Review Board Working Group (IRBWG) is a working-level group that gathers information. − The DBSMC is comprised of the Service Secretaries. The DBSMC considers any Certification issues that could not be resolved by the Under Secretary of Defense for Personnel and Readiness. Appendix B: Outreach Events to Date provides a listing of stakeholder briefings held since 2004. The Deputy Secretary of Defense chairs the DBSMC. steering committees. the Under Secretary of Defense (Comptroller). when available.Department of Defense . Its overall goal is to ensure that the core business mission areas meet the needs and priorities of the Warfighting Mission Area. and prepares Certification packages. support. change leaders. Under Secretary of Defense (Acquisition. Joint Forces Command. stakeholder feedback. and integrated product teams or events. Feedback results are incorporated into communications tools and tactics to ensure that efforts are effective and meeting stakeholder needs. and the heads of the DoD Agencies. They include organization steering bodies. Commander. and Logistics). Integrated Product Teams/Events – HRM cross-sub-mission areas meetings and associated working groups provide an opportunity for representatives from the sub6 • HRM Change Management and Communications Strategy . • Organization Steering Bodies – HRM utilizes several organization steering groups that involve representatives and/or senior leaders from various organizations. HRM participates in this structure as described below. 3. is incorporated into each phase.

and policy/procedural updates in EA and PfM Working Groups • HRM Change Management and Communications Strategy 7 . and EA. systems.and long-term goals and objectives. Services. 3. and other efforts through targeted change management and communications activities. workforce analysis. PfM. diagrams. objectives. the supporting objectives for HRM’s change management and communications efforts are: • People – Inform stakeholders of HRM. the overarching goal of the HRM Change Management and Communications Strategy is to: Increase awareness. Table 3-2 Change Management Outreach Examples PEOPLE TECHNOLOGY PROCESS • • • Face-to-face meetings. focus groups. Certification. as required • • Table 3-2 Change Management Outreach Examples provides a sample of the kind of diverse change management outreach efforts HRM may need to undertake to accomplish its goal and objectives. 3. promoting its goals. Enterprise Architecture. and technology changes as they impact HRM stakeholders to encourage appropriate updates to policies and procedures. stakeholders contribute to the development of HRM strategy and/or products.Department of Defense .Human Resources Management mission areas. discussion of. and training on developing architectural views. and acceptance of HRM’s Portfolio Management. so they will be ready to receive training and adopt the changes Process – Raise awareness of people. while gaining a sense of ownership within the submission area and becoming knowledgeable advocates and spokespeople within their organizations. including Certification. and Enterprise Architecture terminology and technologies Dissemination. benefits. process. Therefore. measurable objectives must be set to achieve the overarching goal.6 HRM Change Management and Communications Objectives Given the multiple dimensions of change management. and others to actively participate in HRM focus areas. and Enterprise Architecture terminology and technologies. and charts • • • Identification of BPR opportunities Outreach efforts to support stakeholder groups in organizational restructuring Focus on change analysis.5 HRM Change Management and Communications Goals In accordance with HRM’s near. stakeholder briefings Conferences Other change management and communications outreach events • • Certification training sessions Orientation to Certification. understanding. Certification. and begin building advocates to further increase awareness and understanding Technology – Orient stakeholders to new HRM Portfolio Management. Portfolio Management. two-way communications between HRM and its stakeholders. These activities foster timely. In turn. capabilities. and transformational efforts.

HRM performs Certification and PfM for HRM systems for the following: Army. tools. and Agencies • • • • • Joint Staff Combatant Commands Department of the Army Army National Guard Army Reserve • • Components are comprised of Services and/or agencies. Air National Guard. and tactics to the right audience at the right time.Human Resources Management 4.Department of Defense . 8 Department of the Air Force Air Force Reserve Air National Guard Department of the Navy U. Reserve Components in particular will be interested in solution for pay issues and rollouts of HRM systems. Marine Corps. Marine Corps Marine Corps Reserve Naval Reserve • • • Coast Guard Reserve HRM Change Management and Communications Strategy . Air Force Reserve. Components. Marine Corps Reserve. Navy. and Coast Guard Reserve. policies. Table 4-1 HRM Stakeholder Analysis STAKEHOLDER CATEGORY STAKEHOLDER GROUP(S) INSIGHTS/ADDITIONAL INFORMATION Level of Involvement: Core Office of the Under Secretary of Defense for Personnel and Readiness (OUSD (P&R)) Leadership • OUSD (P&R) Under Secretary of Defense for Personnel and Readiness Principal Deputy Under Secretary of Defense for Personnel and Readiness Assistant Secretary of Defense for Health Affairs Assistant Secretary of Defense for Reserve Affairs Deputy Under Secretary of Defense for Program Integration Deputy Under Secretary of Defense for Readiness Deputy Under Secretary of Defense for Military Personnel Policy Deputy Under Secretary of Defense for Civilian Personnel Policy Deputy Under Secretary of Defense for Military Community and Family Policy Deputy Under Secretary of Defense for Equal Opportunity Deputy Under Secretary of Defense for Plans Level of Involvement: Tier 1 Services. The analysis also notes insights into reaching these stakeholder groups. Naval Reserve. Air Force. DISA is an infrastructure provider (OASD (NII)). Reviewing the HRM Stakeholder Analysis will allow HRM leadership and staff to target messaging. HRM STAKEHOLDERS The term “stakeholder” refers to any organization or individual impacted by or holding an interest in HRM activities. Army Reserve. The HRM Stakeholder Analysis indicated in the table below segments key stakeholders into categories and groups by level of involvement.S. and programs.

and Logistics) Office of the Assistant Secretary of Defense for Networks and Information Integration (OASD (NII)) Office of the Director for Program Analysis and Evaluation OSD(PAE) Financial Management Material Supply and Service Management Real Property and Installation Lifecycle Management Weapon System Lifecycle Management Department of Veterans Affairs (VA) Department of Homeland Security National Archives and Records Administration (NARA) Department of Labor National Oceanic & Atmospheric Administration (NOAA) Public Health Service (PHS) United Service Organizations (USO) • In the warfighter area.Department of Defense . welfare. HRM pay interface to DFAS disbursements is a key area of work. and recreation (MWR) manages commissaries and other non-appropriated fund operations (DeCA).Human Resources Management STAKEHOLDER CATEGORY STAKEHOLDER GROUP(S) INSIGHTS/ADDITIONAL INFORMATION • • • • • • • • • • • • OSD Leadership • • • • • Transformation Partners • • • • Non-DoD Partners • • • • • • Non-Government Support • Service members and dependents Inspector General Defense Information Systems Agency (DISA) Defense Intelligence Agency (DIA) Defense Logistics Agency (DLA) Defense Finance and Accounting Service (DFAS) Defense Security Service (DSS) Uniformed Services University of Health Sciences Homeland Defense National Security Agency (NSA) Defense Commissary Agency (DeCA) DoD Education Activity (DODEA) Office of the Secretary of Defense Office of the Under Secretary of Defense (Comptroller) Office of the Under Secretary of Defense (Acquisition. and safety of USO and Red 9 HRM Change Management and Communications Strategy . personnel and organizations are managed in Combat Service Support systems. Technology. • • • • • • OUSD (P&R) assumes responsibility for health. which execute “focused logistics” (DLA). HRM under quality of life (QOL)/morale. Uniformed Services University of Health Sciences is part of the Military Health System Sub-Mission Area and under Training Capability – also involved in inputs to credentialing. welfare. HRM encompasses the organizations conducting security background investigations (DSS). OSD(PAE) conducts independent analysis for and provides independent advice to the Secretary and Deputy Secretary of Defense.

etc. Australia—DIMHRS. Organizations • American Red Cross Level of Involvement: Tier 2 Foreign Organizations • • Foreign governments Foreign military organizations • Foreign governments and military organizations are international user groups for the Defense Integrated Military Human Resources System (DIMHRS): Canada—Military Officer Exchange programs Great Britain. when they are sent into theatres.Human Resources Management STAKEHOLDER CATEGORY STAKEHOLDER GROUP(S) INSIGHTS/ADDITIONAL INFORMATION Cross employees.Department of Defense . HRM Change Management and Communications Strategy below. Peoplesoft Legislative/ Oversight Bodies • • • • • • • • • • • • • • • Congress Congressional Budget Office Government Accountability Office Office of Personnel Management Office of Management and Budget Department of State Social Security Administration Federal Bureau of Investigation All 50 state governments Territorial governments District of Columbia Department of Justice Local media National media Trade media Other Non-DoD Partners Level of Involvement: Tier 3 Media Figure 4-1 HRM Stakeholders by Level of Involvement graphically depicts the relationship between the different stakeholder groups. 10 .

” HRM Change Management and Communications Strategy 11 . simple. and their dependents. Messages are clear. key messages should be changed or fine-tuned to ensure that HRM incorporates new stakeholder needs into ongoing change management and communications planning. communicators develop key messages to help deliver targeted messaging to each stakeholder group.Department of Defense . The theme for the HRM Change Management and Communications Strategy is: Human Resources Management: Changing the Way HR Serves You Using the theme as a guide. These statements are designed to help anticipate stakeholder needs and address unique concerns. To further reinforce this theme. HRM key messages are segmented by focus area. and are listed below.to two-sentence. high-level statements that are used to support and construct communication tools and tactics. and personalized.” “HRM provides quality human resources services in a fiscally responsible manner in accordance with DoD transformation goals and government directives. and other human resources services to more than 3 million military and civilian DoD employees. HRM THEMES AND KEY MESSAGES One of the most important elements for successful HRM change management and communications planning is an overall theme used to reach stakeholders with essential concepts. Over time. Knowing when and how to distribute key messages is critical in engaging stakeholders to obtain buy-in and successfully implementing change. it should be incorporated into all materials associated with the HRM change management/communications strategy.Human Resources Management Figure 4-1 HRM Stakeholders by Level of Involvement 5. • General HRM Key Messages: “HRM provides pay. retirees. benefits. Key messages are usually one. easy to understand. entitlements.

Human Resources Management “HRM develops and provides guidance for Enterprise Architecture.” HRM Change Management and Communications Strategy 12 . agencies. technical fitness. and Components on the Certification requirements for system expenditures– development.” “HRM informs the sub-mission areas. and strengthen the overall IT portfolio.” • Portfolio Management (PfM) Key Messages: “HRM employs a four-phased approach to PfM that will balance IT capabilities and risks. The resulting framework will serve as a Capstone Architectural Framework for all HRM and foster interoperability among HRM. and to provide an overarching framework for future HRM program developments. In accordance with this directive. • Certification Key Messages: “The FY 2005 National Defense Authorization Act mandated Certification for systems whose development or modernization cost is in excess of $1 million. portfolios. and emerging business needs. functional utility. These architectures will be integrated with each other as well as the Business Enterprise Architecture and Global Information Grid. DoD-wide PfM could save the Department millions of dollars. Currently. Portfolio Management.” “HRM EA acts as a blueprint to document HRM business processes. eliminate redundant systems.” “HRM is currently developing three sub-architectures in addition to its core business mission area-level architecture. to help manage HRM information technology investments. enhancements. cyclical process mandated by Congress and DoD. and system-level architectures. Component. and Certification to improve systems and processes impacting its stakeholders.” “HRM acts as a resource for and provides guidance to program managers or their designees throughout the Certification process. portfolios.Department of Defense .” “HRM EA contains core business mission area. sub-mission areas. Over time. DoD. this approach results in HRM using its resources effectively and efficiently to meet its mission.” “PfM is a long-term. HRM is responsible for the Certification of all of its human resources management systems. while maximizing financial efficiencies. other federal agencies.” • Enterprise Architecture (EA) Key Messages: “HRM EA will provide both financial and functional benefits to HRM in addition to changing the way it interfaces with other core business mission areas. or upgrades—greater than $1 million. DoD spends more than $25 billion on IT. and program performance. Overall.” “HRM collaborates with human resources management system owners to help group and categorize existing systems. modernization. and business partner systems. Services. the PfM process will also include acquisition and system upgrades.

For each of the communication tools used. initially and in the long run. a message from leadership. A schedule of events or activities to be used as a reference by stakeholders. among other topics. Update quarterly as needed. news. and Agencies OSD Leadership OUSD (P&R) Leadership All stakeholders Backgrounder Use for launch and upon request. etc. etc. • All stakeholders Calendar of events Publish and update monthly. align efforts of affected parties. A short—normally one page—sheet that provides basic or high-level information/facts. HRM will emphasize methods for increasing awareness and understanding. and operations information. operational views. and appropriate stakeholder audience. how to get more information. systems views. A short paragraph (three to five lines) of standard language that communicates the essence of an organization—what it is. Possible topics include sub-mission areas and portfolios. Update quarterly as needed. Use and update as needed.Human Resources Management 6. its recommended frequency. These groupings indicate the level of stakeholder interaction required in using any given tool or tactic. and Agencies OSD Leadership Non-DoD Partners OUSD (P&R) Leadership Services. EA. • • • • Services. May be archived on a website. Table 6-1 Communications Tools and Tactics TOOL OR TACTIC Low Level of Engagement Architectural diagrams Diagrams that graphically depict architectural information. Tools and tactics are grouped by level of engagement—low. Normally placed at the end of communications products like news releases. Update annually. that highlights an organization’s achievements. The following chart names and describes each tool or tactic. important dates. Quarterly or monthly.to four-page piece that gives general/background information about an organization or issue. May include all views. etc. A three. etc. Components. organization. • Boilerplate (standard language) Use as needed.).Department of Defense . or high. Components. goals. Certification. Components. • HRM Change Management and Communications Strategy 13 . vision. • • • Fact sheet Use for launch and upon request. PfM. technical views. and educate stakeholders. TOOLS AND TACTICS A successful communications plan utilizes a variety of communication tools to reach the right audience with the right message at the right time. medium. HRM (mission. May include history. and events. major human resources management systems. DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE • • • Services. Human Resources Management Integration Division. milestones. and Agencies OSD Leadership OUSD (P&R) Leadership All stakeholders Electronic newsletter A product normally comprised of news and feature articles. Distributed via e-mail.

fact sheets. flow charts.Human Resources Management TOOL OR TACTIC Feature article DESCRIPTION A short. • • • Services. • • • DoD Leadership Legislative/Oversight Bodies OUSD (P&R) Leadership 14 HRM Change Management and Communications Strategy . brochures. Update monthly. EA. etc. slicks. and Agencies OSD Leadership Foreign Organizations Legislative/Oversight Bodies Non-DoD Partners OUSD (P&R) Leadership All stakeholders Information kit A folder containing various reference materials. focus areas. Information disseminated may include: • • • • • “Message from the Core Business Mission Area Manager” Quick Tips Lessons Learned Schedule changes Hot News Use for launch and upon request. and Agencies OSD Leadership Legislative/Oversight Bodies Non-DoD Partners Other Non-DoD Partners OUSD (P&R) Leadership Memo/Position paper A three. etc. Sent via e-mail. backgrounders. included in information kits and brochures. mounted. • • • • • • • All stakeholders HRM News Quarterly. Written from an in-depth perspective and longer than a news release. STAKEHOLDER AUDIENCE • Media Focus area visual materials Use and update as needed. and designed to appeal to different stakeholders. Components. descriptive.to four-page memo or paper that explains a certain issue stance or viewpoint using approximately three main points and supporting information.Department of Defense . Can be customized for audience. and displayed in the Information Management Office entrance. Normally contains information on each sub-mission area/portfolio. A print or electronic collection of definitions and/or acronyms for key organizations. Use as needed. and/or creative news article containing “soft news. position papers. Components. Visuals that provide information regarding PfM. Printed. Components. Can be created initially from the Touch Matrix database. Can be posted on websites. • • • • • • Services. May include (but is not limited to): leadership biographies. A 22 by 30-inch poster that highlights HRM achievements. • Glossary of terms Update quarterly. Possible examples: diagrams. Individuals can be removed or added to a list serve by request. etc. A vehicle for disseminating the same information quickly to a large number of stakeholders. Can be a behind-the-scenes story of a process. Services. a day-in-the-life story of a person. or Certification. Update quarterly as needed. • List serve Use as needed.” or interesting but not necessary information. and Agencies OSD Leadership OUSD (P&R) Leadership All stakeholders Frequently Asked Questions (FAQ) A collection of recurring questions and answers for reference. and other visuals. FREQUENCY Use semi-annually.

A web page that provides up-to-date EA information. To be distributed at the end of training sessions. • Services. one. architectural diagrams. Would include HRM branding and key messages. A web page that provides up-to-date Certification information and materials. product or service announcements. including soft copies of relevant communications products.to two-page piece that gives news editors the main points/facts of a “hard news” story. • All stakeholders PfM web page EA web page Media Center • Medium Level of Engagement A tailorable presentation that addresses key topics or issues. etc. product. etc. etc. a Certification schedule. Components. A face-to-face meeting that gives stakeholders updates regarding recent HRM Use as needed. Hard news may include events. Normally full color with numerous visuals. leadership changes. A six-panel printed piece used to generate awareness and persuade or inform. Components. May include briefings. background information. May be followed by a Q&A session.Human Resources Management TOOL OR TACTIC News release DESCRIPTION A short. 8. An 11 by 17-inch or larger.. Can submit input via online form or e-mail address. etc. 11 by 17 inches. files for submission. and Agencies Training CD Use as needed. full-color printed piece that utilizes eye-catching visuals to generate awareness and/or convey information about an event.) Certification web page Check weekly. and/or products. PfMrelated diagrams. and Agencies All stakeholders Tri-fold brochure Use as needed. • Services.5 by 11 inches). Components.Department of Defense . The voice track that accompanies a brief. Located on the web site. A collection of background information and files for submission on CD. Briefing Talking points Online feedback mechanism State of the Core Business Mission Area • All stakeholders Use as needed. or other news. A repository for electronic versions of communications products. May include Certification briefings. Update quarterly. and 15 HRM Change Management and Communications Strategy . background information. May include PfM briefings. Can be various sizes (e.g. STAKEHOLDER AUDIENCE • Media Poster Use as needed. Must have a news “hook” or angle. A web page that provides up-to-date PfM information. A Web-based tool that allows stakeholders to provide input. • • All stakeholders Quarterly or semi- Services. submission area. Update as needed. • Website (core business mission area. Possible topics: each sub-mission area . Certification-related diagrams. FREQUENCY Use as needed. background information. updates. service. achievements. A group of web pages that serves as an upto-date resource and repository for information.

Collaborative forums where HRM and its stakeholders: Booth • Brown bag • Services. STAKEHOLDER AUDIENCE Agencies • • Use at conferences and road shows. Collaborative sessions Events tailored for specific audiences that may include but are not limited to a plenary session followed by breakout sessions. A face-to-face meeting between an organization and its stakeholders held at a series of locations. An event where communicators use a booth.Department of Defense . May not utilize the same communications products as those used in collaborative sessions. and Agencies 16 HRM Change Management and Communications Strategy . workshops. and Agencies Change and Communications Working Groups Use as needed. visually appealing stand for exhibiting and disseminating communications materials and information at conferences and/or road shows. networking events. • Services. A session where participants are pre-screened and then questioned by a trained facilitator about a specific subject. and design prior to each use. Components. • All stakeholders Executive-level briefing Focus group Use upon request. A modified collaborative session. Components. Increases awareness and name recognition while communicating key messages. Q&A sessions/panel discussions. FREQUENCY annually. and other related communications materials to disseminate up-to-date information and collect stakeholders’ impressions and feedback. and Agencies Services. Use as needed.Human Resources Management TOOL OR TACTIC meeting DESCRIPTION achievements. May include briefings. briefings. where communicators • Services. Road show Use as appropriate. watch demonstrations or briefings. and/or ask questions. Review content. Components. Brings together a large number of stakeholders interested in a particular topic. and Agencies Use as needed. etc. future plans. A somewhat informal. OSD Leadership OUSD (P&R) Leadership All stakeholders • High Level of Engagement A mobile. display. lunch-time session where participants receive information. May include briefings. and other communications products. etc. and related communications products. Use as needed. Components. information kits. Participants may receive read-ahead materials. • • • OSD Leadership OUSD (P&R) Leadership Services. information kit. and Agencies Conference Attend as appropriate. Also an opportunity for networking. Findings and other information are submitted in a final report to the client after the event. • • • • • Develop and execute change strategies and plans Complete change analyses Develop and execute communications plans Develop products/messages. briefings. trinkets/giveaways. Components.

Use upon request.Human Resources Management TOOL OR TACTIC DESCRIPTION disseminate up-to-date information and collect stakeholders’ feedback. Components. and Agencies 7. providing numerical values. • Services. Brings together a large number of stakeholders interested in a particular topic. work templates. and related documents. and EA. An in-depth session that educates stakeholders about a particular topic via briefings. Participants may receive a CD with background information and files for submission. May consist of briefings. • Services. etc. while other methods provide anecdotal. Components. highlights HRM focus areas. followed by a Q&A session.) so that stakeholders have a common language in speaking about and understanding HRM Solidify HRM focus areas—determine which areas within HRM will have the most impact on stakeholders Solidify HRM key messaging—ensure that all messaging is timely. PfM. which means they are becoming familiar with impending changes in the organization. and/or a question and answer (Q&A) session. and Agencies Technical working group Use as needed. and meets stakeholder needs Determine HRM timelines and milestones—identify specific HRM timelines and milestones so that developed tools and tactics communicate critical key messaging about changes within HRM • • • 8. communicators typically use several different methods to measure effectiveness. Evaluation methods can also be used to improve change management and communications activities throughout the life cycle of the program. Possible topics include Certification. EVALUATION In any given program. FREQUENCY STAKEHOLDER AUDIENCE Technical training session A hands-on walk-through of technical processes. These methods are essential to a successful communications program. HRM should undertake the following steps: • Solidify the HRM communications infrastructure—ensure standardization in language. activities. etc. Before outlining a full execution plan. EXECUTION APPROACH As of this plan’s publication date. PfM. HRM Change Management and Communications Strategy 17 .Department of Defense . because they help assess how effectively the program is meeting stakeholder needs. and basic products (Website. products. demonstrations. Q&A sessions. Some methods are quantitative. most HRM stakeholders are in the “Awareness” stage. or qualitative information. and EA. Possible topics include Certification. terminology.

etc. A full list of examples can be found in Table 8-1 • Whether print or electronic. the type and number of products distributed. surveys can be used to measure pre. They may be used to help determine the effectiveness of events. In this way. track the frequency and/or use of: Website hits Feedback e-mail Events an organization has hosted and/or presented at Attendees at each event HRM Change Management and Communications Strategy 18 . but can provide more in-depth information. potential communications issues or concerns. among others. a facilitator may be able to solicit more detailed verbal and nonverbal information from a stakeholder than if he or she were part of a larger group.Human Resources Management 8.1 Quantitative Methods Quantitative methods. or media placements. issue. a survey is a quick. asking stakeholders to provide their feedback on all or some change management and communications activities. however. Specific examples like the survey. gauge the number of stakeholders reached through change and communications efforts. where participants are pre-screened and then questioned by a trained facilitator about a specific subject.and post-activity knowledge on a given topic to identify areas of increased understanding or remaining misconceptions. Similar to a focus group. Since the interview is one-on-one. Facilitators also have the opportunity to read body language and other nonverbal cues for additional information. Facilitators are able to probe answers with additional questions to get at the root of a concern. analyze: Print or electronic surveys Focus groups Face-to-face interviews Other face-to-face interactions • Meetings • Collaborative sessions • • • To determine the number of stakeholders reached. communications products. feedback mechanisms help communicators determine stakeholders’ level of understanding or acceptance. while electronic surveys can be made available through a website or sent via e-mail. 8. and other information. The focus group is more involved than the survey.2 Qualitative Methods Feedback mechanisms are qualitative methods that support two-way dialogue between an organization and its stakeholders. and the frequency with which the organization reaches each stakeholder. the interview uses a trained professional to question stakeholders in person about a specific subject. Table 8-1 Methods for Measuring Success QUANTITATIVE: PROGRESS INDICATORS QUALITATIVE: FEEDBACK MECHANISMS • To gauge stakeholders’ level of understanding and/or acceptance. A more sophisticated tool for gathering feedback is the focus group. Continual feedback also promotes ongoing key message and product improvement to increase effective communications and decrease misinformation. websites. focus group. Print surveys can be distributed at events or included with communications materials. and face-to-face interview are described below. See Table 8-1 Methods for Measuring Success for specific examples. This dialogue allows stakeholders to provide input about initiatives and how those initiatives meet their needs.Department of Defense . relatively inexpensive method to gather anonymous feedback about the quality of communications events and products. also known as progress indicators. All surveys can be as broad or as narrow as necessary. Additionally.

The framework outlined in this strategy will allow HRM to execute effective change communications and support its stakeholders in moving through the phases of change to result in an increased commitment to HRM initiatives. 8. Changes could then be made to the training session and/or materials based on participants’ feedback. An important point. tools and tactics. strategic use of feedback mechanisms and progress indicators would be to track the number of participants and type of materials distributed at a training session. etc. tracking the number of stakeholders at a technical training session may provide a rough estimate of how many stakeholders were touched. themes and key messages. e-mail.Human Resources Management QUANTITATIVE: PROGRESS INDICATORS Communications materials distributed Media coverage and circulation figures QUALITATIVE: FEEDBACK MECHANISMS • Road shows • Conferences • Training sessions • Working groups • Brown bags Feedback e-mail via HRM Website Unsolicited feedback via telephone. is that not all evaluation methods are created equal. An example of a more appropriate. CONCLUSION This strategy outlines an HRM change management and communications approach.Department of Defense . while providing a goal and objectives. however. HRM Change Management and Communications Strategy 19 .3 Strategic Use of Evaluation Methods Using the abovementioned feedback mechanisms and progress indicators will help HRM continue to refine its change management and communications activities. However. Using this iterative process will also ensure that HRM’s change management and communications program remains flexible and adjusts to the changing needs of all stakeholders. in addition to surveying participants to determine whether or not they understood the training and materials. that indicator does not show whether or not those stakeholders understood the information that was communicated to them. 9. and other relevant information. For example.

and recreation National Archives and Records Administration National Oceanic & Atmospheric Administration National Security Agency Office of the Assistant Secretary of Defense for Networks and Information Integration Office of the Secretary of Defense for Program Analysis and Evaluation Office of the Under Secretary of Defense for Personnel and Readiness Portfolio Management Public Health Service Question and answer Quality of life Senior Executive Service United Service Organizations Department of Veterans Affairs HRM Change Management and Communications Strategy A-1 . welfare.Department of Defense .Human Resources Management Appendix A: Acronyms Table A-1 Acronyms BPR BUSINESS PROCESS REENGINEERING CD DBSMC DeCA DFAS DIA DIMHRS DISA DLA DoD DODEA DSS EA FAQ FY HR HRM IRB IRBWG IT JR&IO MWR NARA NOAA NSA OASD (NII) OSD (PAE) OUSD (P&R) PfM PHS Q&A QOL SES USO VA Compact disc Defense Business Systems Management Committee Defense Commissary Agency Defense Finance and Accounting Service Defense Intelligence Agency Defense Integrated Military Human Resources System Defense Information Systems Agency Defense Logistics Agency Department of Defense Department of Defense Education Activity Defense Security Service Enterprise Architecture Frequently Asked Questions Fiscal year Human resources Human Resources Management Investment Review Board Investment Review Board Working Group Information technology Joint Requirements and Integration Office Morale.

Information Management Office. RITPO (Medical systems) Army (System: eHRS) Navy (System: Job Advertising & Selection System) Information Management Office (System: DPRIS) Army (System: ARIMS) Army (System: eHRS) Army. TMI&S. OASD (NII) (System: MIRS) MEPCOM (System: MIRS) Air Force (Air Force systems) CACI. Inc. CAM&O/IMTR.Department of Defense . TMA. CTA. organized by date) EVENT NAME BMMP Enterprise Architecture Compliance Briefing 4/27/04 DATE TARGET AUDIENCE BMMP EA Conference attendees TMA.Human Resources Management Appendix B: Outreach Events to Date Table B-1 Outreach Events to Date (as of 5/02/05. and DFAS (System: DMRSi) Military Health System. TMI&S.. MID (System: DPRIS) Army (Army systems) Army Arlington LOCATION Compliance Briefing 6/10/04 Arlington Compliance Briefing Compliance Briefing Compliance Briefing 6/15/04 6/22/04 6/23/04 Arlington Arlington Arlington Compliance Briefing Compliance Briefing 7/22/04 7/30/04 Arlington Arlington Compliance Briefing 8/23/04 Arlington Compliance Briefing Compliance Briefing Compliance Briefing 8/23/04 8/31/04 9/23/04 Arlington Arlington Fort Belvoir Compliance Briefing Compliance Briefing Compliance Briefing Compliance Briefing Compliance Briefing 9/24/04 10/06/04 10/06/04 10/15/04 10/20/04 Springfield Arlington Arlington Arlington Arlington B-1 HRM Change Management and Communications Strategy . MEPCOM. and CITPO (Medical systems) DFAS and other (System: FCP) USD (AT&L) and DAU (System: DAWIS EI/DS.

RITPO. TMIP. and MILPDS) Army (System: ALPMS) Mr. D. Brinkley and Mr. CTA (Military Health systems) Army (Army systems on withhold) Navy (System: HRMS) Sub-domains LOCATION Quantico Compliance Briefing 11/08/04 Arlington Compliance Briefing 11/09/04 Arlington Compliance Briefing HRM Kick-off Meeting—EA collaboration session HRM Kick-off Meeting—Compliance Assessment breakout session HRM Kick-off Meeting—plenary session Architecture Sharing Day Compliance Briefing Compliance Briefing Compliance Briefing 11/30/04 12/07/04 Washington. Arlington 12/07/04 Sub-domains Arlington 12/07/04 Sub-domains Arlington 1/10/05 1/13/05 1/25/05 2/01/05 All DoD agencies MEPCOM DeCA Air Force (Systems: ETTAP. EI/DS.Human Resources Management EVENT NAME Compliance Briefing 10/26/04 DATE TARGET AUDIENCE (Army systems) Army. Air Force. TIMPO. VA. CAM&O. NARA.Department of Defense . Modly Army Records Management and Declassification Agency (System: ARIMS) Army (Army personnel systems) Air Force Surgeon Arlington Arlington Arlington Arlington Certification Briefing EBPM Workshop Certification Briefing 3/17/05 4/04/05 4/05/05 Alexandria Arlington Alexandria Certification Briefing 4/06/05 Arlington Certification Briefing 4/21/05 Falls Church B-2 HRM Change Management and Communications Strategy . Coast Guard. NPRC. OASD (NII) (System: JPRIG) TMA. Navy. TMS IMT&R. AFRISS. Information Management Office.C. JMISO. CITPO. Marine Corps.

OSD (HA). JS-J8.Department of Defense . ASD (NII).Human Resources Management EVENT NAME DATE TARGET AUDIENCE General’s office (System: ICDB) OUSD (C) (FM). OUSD (AT&L) (I&E and ACQ). BMMP program stakeholders OUSD (C) (FM). TMA LOCATION SFIS Organization Workshop 4/22/05 Arlington BMMP All Hands SFIS Organization Workshop 4/27/05 4/27/05 Arlington Arlington HRM Change Management and Communications Strategy B-3 . OUSD (AT&L) (I&E). TMA.