Change Management Process Topic 2

Human Resource Management for Change
SESSION
Prepared by: Morrette Allen 1
Learning Objectives
At the end of the session, you should be able to:
• Discuss what is involved in the change management process.

• Identify the role of HR in change management.
• Discuss the role of change champions in change management.
• Appreciate the critical role of the human resource function, to effectively execute change.
• Develop and implement strategies for managing change.
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The Change Management Process
What is change management?
• Change management is the process that businesses and organizations use to implement
changes through building and delivering effective change strategies.
• It includes reviewing reasons for change, implementing changes, and helping people adapt
to these changes.
• This could be staff structure, introducing new technology, reducing costs, increasing
profits, or a combination of these to reach a desired goal.
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The Change Management Process
• See word document for steps.
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HRMs Role in Change Management
 Managing change requires a holistic approach to people, project and task management
that maximizes the potential for success, while reducing the chance of negative
consequences to the business.
 Because HR encompasses organizational development through recruiting, training and
monitoring employee performance, it plays a pivotal role in any change management
program.
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 HR must be at the forefront of change management from the beginning, because HR

professionals typically receive training and resources to successfully institute new
processes, strategies and use of products in organizations.
 HR also has the wherewithal to implement change management strategies throughout the
organization with agility.
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A variety of specific responsibilities in the change management process fall to HR. Some of
these are:
 Monitoring industry and market conditions and initiating change when necessary
 Assessing companywide, departmental and individual employee readiness
 Serving as a point of contact for staff questions and concerns
 Helping executives, managers and employees understand how to implement a successful
model for organizational change
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Facilitating communication between management and employees, and between the

company and its stakeholders (media, partners, customers) and shareholders.
Coordinating meetings about change-related initiatives and preparing information and
research to share with company leaders.
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Identifying and mitigating potential risks.

Building employee skills, proficiency, willingness and enthusiasm through change-related
training.
Constructing a workforce that can drive innovation and successful change.
Calculating the post-implementation impact and return on investment.
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HR’s Role in Change Management
 HR can play a dual role in change management by initiating and leading the change and
by serving as a facilitator for changes that other leaders and departments initiated.
 The HR department performs a variety of functions associated with the communication,
implementation and tracking of major changes.
 Most commonly, HR professionals assist employees by serving as a point of contact for
questions and concerns and by explaining any impact on staffing.
 In addition, HR often coordinates meetings and communications about the change and
related initiatives.
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Other common HR roles and responsibilities include:
• Providing initial employee communications about changes.

• Developing training programs.
• Preparing informational documents.
• Assessing readiness before the change.
• Analyzing potential impact.
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• HR can also play a strategic role in change management by calculating the post-
implementation return on investment by identifying key performance indicators (KPIs) to
be measured and by tracking and communicating these results.
• By championing change, HR can help the organization increase buy-in, comfort and
support for change across departments, thereby increasing the success of change
initiatives.
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The role of HRM as a Change Agent
 As a change agent, HR mangers prepare the workforce for change, and to adapt better to,
any potential changes the organization may experience.
 HR manager may even initiate changes for a more cohesive company culture and greater
productivity.
 HR managers make excellent change agents because they oversee and deal directly with a
company's most important resource — its people.
 As they often have a better sense of societal shifts and cultural politics, they can better
predict the need for change — be it in company culture, employee motivation or
workplace productivity — and propose ways to implement the needed change.
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The role of HRM as a Change Agent
 When HR plays the role of change transformation agent, they help the organization and its
members make real, behavior changes that affect organizational performance.
 Change management tools are useful, but the real change happens when HR professionals,
who understand the business and its people, help leaders put in place the mechanisms that
will drive aligned behavior.
 These encourage value-based communications, share important business insights, put in
place processes that support and enable the right performance and ensure members of the
organization are aligned and committed (both publicly and privately).
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Skills/Abilities for Change Agents
1. Supportive to New Ideas 2. Excellent Interpersonal Skills
 Interpersonal skills are key to excelling in
 Change agents must support new ideas. change agent’s roles.
 As a change agent, you must exhibit skills  Change agents communicate with
to welcome change and the willingness to employees to build strong relationships
embrace it. with them.
 Change agents must hold the potential to  They explain the change process and its
embrace new ideas and support them. benefits to employees.
 A change agent, must listen to their
concerns and address them.
 Change agents are responsible to resolve
conflicts and build consensus.
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3. Leadership Skills 3. Leadership Skills

 Change agents act as change masters who
convince other employees to support the  The change agent’s role is a decisive
change. position, and they must take ownership of
 To do this, the change agents needs strong the change process.
leadership skills.  Change agents are responsible to make
 For improving leadership skills, work to tough decisions and stand by them.
inspire others and motivate them.  They must exhibit skills to work under
 They must delegate tasks and give clear pressure and meet deadlines.
instructions.
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4. Effective Project Management Skills 4. Effective Project Management Skills
 Project management helps the change

agent to understand the various steps of a  This way, they create a timeline for the
project and its objective. project and track its progress.
 It also enables you to create a roadmap  Change agents must exhibit the ability to
for the project, which you can use to track plan and execute change projects.
its progress.
 Project management skills are vital for
change agents as it helps them identify
various tasks involved in a change
project.
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5. Problem-Solving Capability 5. Problem-Solving Capability
 When dealing with a change process,  They also come up with creative solutions
conflicts and problems arise. to problems.
 They can disrupt the progress of a project  A change agent that has the competency
and cause delays. to solve problems in a shorter duration is
 A change agent should identify these precious to an organization.
problems and find solutions for them.  They save time and resources for the
 Change agents troubleshoot issues that company and make the workplace more
may arise during the change process. productive.
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Championing Change
 A change champion is someone who is supportive of new ideas and willing to embrace
change.
 They act as change agents and must convince other employees to support the change.
 They resolve conflicts and create harmony in the workplace.
 Change champions exhibit a deep understanding of the change process and familiarity
with the different tools and resources available to support employees during the change
process.
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Championing Change
 Change champions assist organizations undergoing a change process.

 They help ensure that the change implementation is successful and that employees are on
board with it.
 It is hard to implement and sustain organizational transformation.
 Whether it’s a new software system, a change in company culture, or something else, there
is always resistance to change.
 Change managers alone cannot cope with all the challenges associated with organizational
change. It is where change champions come in.
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The Champion of Change
What does a Change Champion Do?
 Learning about the role of a change champion is vital for understanding how they help
during organizational changes.
 It is also vital for employers to choose the right candidate for a champion post.
Here are some of the key responsibilities of a change champion:
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1. Understanding the Change

 Change management is a complex process. Change champions must first understand it
themselves to implement a change.
 They must grasp the goals of the change and what is required of employees.
 Understanding the change and the need for changes is crucial as they can’t convince others if
they are not aware of the change procedure.
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2. Creating Change Management Strategies
 Creating strategies for change management is a challenging task for any organization as
they help align change efforts with the organizational goals.
 To carry out this task, the change management team works with employees and
understands their needs.
 A change champion plays a significant role in creating these strategies.
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2. Creating Change Management Strategies
 Change champions work with senior managers to develop these strategies.
 They use their knowledge and experience to create successful strategies.
 Moreover, they work with employees to ensure that the strategies are achievable and meet
their needs.
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3. Communicating the Change
 Communicating a change to employees is challenging as most are resistant to any change.
 Change managers inform employees about the change with enough information for them to
understand it.
 They find this balance to keep employees in the loop without feeling overwhelmed.
 Change champions communicate all the details to get employees on board with the change.
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 Without effective communication, the change will fail.
 Change champions explain the change and its benefits in an easy way for them to
understand.
 They also help employees see how the change will impact their work. It involves creating
materials that explain the steps of implementing change and its objectives.
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 They also hold meetings with employees to discuss the change and answer any questions.
 This way, change champions gain employees’ trust and gain their buy-in for the change.
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4. Training Employees
 Training is an essential step in the change implementation process as it ensures that
employees continue performing their duties without any hindrance during and after the
change.
 Change champions train employees on the new procedures and systems.
 They also provide support during the training so that employees get clarification when
needed.
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4. Training Employees
 Change champions act as a mentor for employees during the training process. They guide
them and provide support to employees.
 After the training is complete, change champions check in with employees to ensure they are
comfortable with the change and understand how to implement it.
 They are familiar with the various tools and resources available and support employees
during the change process.
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5. Act as a Role Model
 When an organization undergoes a change process, its employees need someone they can
look up to.
 Change champions act as role models for employees during the change process.
 They show employees the method to adapt to change and become more productive.
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5. Act as a Role Model
 Change champions lead by example and help employees see that change is possible.
 Leading by example motivates employees and encourages them to embrace change.
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6. Monitoring Progress
 Change champions monitor the progress to ensure that the change process is on the right track.
 They supervise the change implementation process and identify any areas that need improvement.
Moreover, they provide feedback to employees on their progress.
 This feedback motivates employees and keeps them on track.
 Change champions also use this information to improve the change process.
 By monitoring progress, change champions ensure that the business transformation is successful.
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7. Identifying Problems
 Problems come in a change implementation process.
 No matter how well-planned the change is, unforeseen obstacles will always strike.
 Change champions play an important role in identifying those problems.
 It helps to prevent problems from occurring and causing further disruption.
 They also work with employees to find solutions to these problems.
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8. Resolving Issues in Change Process
 When problems occur during a change process, the need for someone to work and resolve them
becomes vital.
 Change champions play a key role in resolving these issues.
 They work with senior change managers to find solutions to problems.
 Change champions also liaise with other departments to ensure that the change process remains
on track.
 They resolve any issues so that the change process can continue in a smooth way.
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9. Building a Strong Network
 A strong network is vital for the success of any change process.
 A change champion networks with employees, senior leaders, and other stakeholders.
 Change champions use their network to ensure that the change process is successful.
 They work with all stakeholders to onboard everyone with the change.
 A strong network also ensures that change champions have the resources to carry out their
duties.
 Change champions access that information and resources to make decisions
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Engaging with Stakeholders in the Change Management Process
• Change management involves communicating with and engaging the stakeholders who
are affected by the changes.
• One key to organizational change is stakeholder management.
• Too often, change efforts fall prey to lack of engagement, poor communication,
underwhelming vision or lack of training.
• Yet, by understanding the stakeholders involved in and impacted by the change and
addressing those needs head on, an organization can overcome these issues.
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Techniques that can help involve stakeholders in the change management and control
process includes the following:
1. Identify the stakeholders
• The first step in involving stakeholders in the change management and control process is
to identify who they are and what their interests, expectations, and influence are.
• Stakeholders can include clients, contractors, suppliers, regulators, end-users, and
community members, among others.
• You can use tools such as stakeholder analysis, stakeholder mapping, and stakeholder
registers to identify and categorize your stakeholders according to their power, interest,
attitude, and impact on the project.
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Target Your Efforts
• Once all the stakeholders are identified, it is helpful to group these different subsets to
better target change efforts.
• Think of this as product marketing — if you know your customer and what their needs
are, you are better positioned to highlight how your product addresses those needs.
• Likewise, change efforts can be more targeted towards certain groups based on their level
of interest in the change and influence over the change.
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• We use the interest versus influence

matrix to assess stakeholder groups.
• Groups more affected by the change will
likely be more interested.
• Meanwhile, groups with a higher degree
of influence over the change process will
be more effective champions for the
change.
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Assess Your Stakeholders
• Addressing the needs of your stakeholders starts with understanding who those
stakeholders are, identifying the relevant parties of an organization who are impacted by
the change.
• Completing the stakeholder assessment gives an organization the ability to identify and
target key groups according to their influence and interest related to a change.
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Assess Your Stakeholders
• This analysis gives the project team the ability to tailor communications and training plans
to each stakeholder group.
• It also enables the formation of change teams that are fundamental to the process.
• Without a stakeholder analysis, it is difficult to offer the right change process to your
employees, and in turn, would be risking high levels of resistance to the change.
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Who Are Your Drivers? Who Are Your Listeners?
 “Drivers” are the stakeholders who have a high level of

interest in the project and a high level of influence on  Next, the stakeholders who are impacted heavily by the
the organization. change, but do not carry much power over the project or
organization, are considered “Listeners.”
 These stakeholders need to be the most involved in  Specifically, Listeners fall under the high interest, low
change efforts because they have the most potential to influence area of the matrix.
influence the success of the project.  These stakeholders are generally those impacted the
 This group should express their support for the change most by the change, and as such, require consistent and
outwardly and adopt the change readily and early. targeted communication and training.
 Ensuring they have a clear vision of the project from the
start is vital to the sustainability of the change.
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Who Are Your Blockers? Who Are Your Bystanders?
 It is also important to gain the support of “Blockers,”
who are identified as stakeholders with low interest
in the change, but high influence on the organization.  Finally, the stakeholders of the organization who are
 While not necessarily impacted by the change, they not heavily impacted by the change and cannot
have enough influence to potentially derail the greatly influence it are considered “Bystanders.”
process.  As this group has low interest and low influence in
 What if they don’t support the change or think the the change, change efforts can be minimal and
resources used in the initiative should be spent passive.
elsewhere?  Simply focus on keeping this group informed.
 You must gain their approval and support early in the
process.
 Although Blockers do not necessarily need to be
involved in the development of the change and
implementation, open and ongoing communication is
necessary to maintain harmony.
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2. Communicate the changes
• The next step is to communicate the changes to the stakeholders in a clear, timely, and
transparent manner.
• Communication is essential to inform the stakeholders of the reasons, benefits, and
implications of the changes, as well as to solicit their feedback and input.
• You can use tools such as change request forms, change logs, change impact assessments,
and change communication plans to document and communicate the changes to the
relevant stakeholders.
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3. Consult the stakeholders
• The third step is to consult the stakeholders and involve them in the decision-making
process.
• Consultation is important to gain the stakeholders' buy-in, support, and approval for the
changes, as well as to address any concerns, issues, or objections they may have.
• You can use tools such as surveys, interviews, focus groups, workshops, and meetings to
consult the stakeholders and collect their opinions, suggestions, and preferences.
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4. Negotiate the changes
• The fourth step is to negotiate the changes with the stakeholders and reach a mutually
acceptable agreement.
• Negotiation is necessary to resolve any conflicts, disputes, or disagreements that may arise
from the changes, as well as to balance the needs, wants, and expectations of the different
stakeholders.
• You can use tools such as negotiation strategies, negotiation techniques, negotiation skills,
and negotiation plans to negotiate the changes with the stakeholders and achieve a win-
win outcome.
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5. Implement the changes
• The fifth step is to implement the changes according to the agreed plan and scope.
• Implementation is crucial to deliver the changes and achieve the desired results and
benefits.
• You can use tools such as change orders, change directives, change control boards, and
change management plans to implement the changes and monitor their progress,
performance, and quality.
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6. Evaluate the changes
• The sixth and final step is to evaluate the changes and measure their impact and
effectiveness.
• Evaluation is important to verify that the changes have met the objectives and
expectations of the stakeholders, as well as to identify any lessons learned, best practices,
or improvement opportunities.
• You can use tools such as change reviews, change audits, change reports, and change
feedback forms to evaluate the changes and capture the stakeholder satisfaction, feedback,
and recommendations.
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Review Activity
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Reference
• Coursera. (2023). The Change Management Process: What Is It and Who Is It For?.
https://www.coursera.org/articles/change-management-process.
• LinkedIn. (2023). How Do you Involve Stakeholders in the Change Management & Control Process?
https://www.linkedin.com/advice/0/how-do-you-involve- stakeholderschangemanagement#:~:text=The
%20first%20step%20in%20involving, and%20community%20members%2C%20among%20others.
• Miller K. (2020). 5 critical steps in the change management process. 5 Critical Steps in the Change
Management Process | HBS Online.
• Wedel G. [Training video]. (2011, September 18). What is Change Management. [Video] YouTube.
https://www.youtube.com/watch?v=__IlYNMdV9E
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Human Resource Management for Change

At the end of the session, you should be able to:

• Discuss what is involved in the change management process.

What is change management?

• See word document for steps.

 HR must be at the forefront of change management from the beginning, because HR

Facilitating communication between management and employees, and between the

Identifying and mitigating potential risks.

Other common HR roles and responsibilities include:

• Providing initial employee communications about changes.

3. Leadership Skills 3. Leadership Skills

 Project management helps the change

 Change champions assist organizations undergoing a change process.

What does a Change Champion Do?

What does a Change Champion Do?

1. Understanding the Change

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

What does a Change Champion Do?

Target Your Efforts

• We use the interest versus influence

Assess Your Stakeholders

Assess Your Stakeholders

 “Drivers” are the stakeholders who have a high level of

3. Consult the stakeholders

4. Negotiate the changes

5. Implement the changes

6. Evaluate the changes

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