Change Management Workshop Presentation

Change Management Template
December 11, 2023
All information herein is strictly confidential and may not be shared or reproduced.
Cornerstone & Cornerstone OnDemand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone OnDemand ©2012 1
What is Change Enablement?
Change Enablement is the process of changing individual behaviors to

increase readiness and productivity when implementing a process,
technology or organizational change.
Our Conversation Today…
IS about: IS NOT about:

 A practical approach to  Change theory
orchestrating change  An endorsement of
 What people need in any one of the
order to be able to hundreds of change
change models out there
 Laying foundation for a (we’re change model
successful transition agnostic)
Agenda – Note change based on final
outcome
Plan
 Define Success
 Manage Expectations
 Establish Controls
 Define Roles
Discover
 Review Experiences
 Audience Analysis
 Impact Analysis
 Identify Barriers
Build
 Establish Message
 Build Communication & Marketing Plan
 Build Training Plan
 Identify Action Items
Change Management Overview
Change Management
 Your implementation can

only be successful if it rolls
out well
 End user adoption
 Understand the need
 Maximize your investment in
technology and business
process
 Organizations will only
change if the individuals
change first
When To Start Change Enablement
Project initiation
Project planning
Project design
Project implementation
When did you start CM
activities this time?
When would you start CM

Project closure activities next time?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Percent of respondents
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Change Implementation Related to
Objectives
Correlation of when change management efforts began
to meeting project objectives
100%
Percent of respondets that met
or exceeded project objectives
90%
80%
70%
69% 67%
60%
50% 59%
54%
40%
30%
33%
20%
10%
0%
Initiation Planning Design Implementation Closure
(n=177) (n=118) (n=95) (n=78) (n=3)
When change management efforts began

Change Enablement Effectiveness
Correlation of change management effectiveness

to meeting project objectives
100%
90% 95%
80%
Percent of respondents that met
or exceeded project objectives
80%
70%
60%
50%
51%
40%
30%
20%
10% 16%
0%
Poor Fair Good Excellent
(n=111) (n=259) (n=313) (n=65)
Overall effectiveness of change management program
Greatest contributors to success
 Active and visible executive

sponsorship
 Frequent and open communications
E
 Structured change management In all five Prosci C
hip
approach studies, sponsors
w as #1
 Dedicated resources for change
management How effective are
your sponsors?
 Employee participation
When we don’t manage change
effectively, we can expect:
• Lower productivity
• Passive and Active resistance
• Turnover of valued employees
• Disinterest in the current or future
state
• Arguing about the need for change
• Changes not fully implemented
• People finding work-arounds
• People revert to the old way of
doing things
• The change being totally scrapped
• Divides are created between ‘us’
and ‘them’
Change Management
 Change produces
some degree of
stress in humans
 Some people
perceive change as a
threat
Change Management
 People change at
their own pace
 You only have ONE
chance at making a
first impression
Four Fundamental Needs
KNOWLEDGE SKILLS
K S
BASICS
S M
STRUCTURE MOTIVATION
KNOWLEDGE
Covers all the information people need to know in
order to change:
• What does the change involve
• When
• Interim steps
• Who is responsible for what K
• New policies
• Where to find ongoing access to
training
Your own footer

SKILLS
Covers all the things people need to be able
to do in order to change: S
• New technologies
• New processes and procedures
MOTIVATION
Refers to what people need to believe in order to change:
• Why this change is being made
• What benefits can be expected
• Why and how the change
matters to the organization,
culture, mission, etc.
M
Your own footer

STRUCTURE
Encompasses all the elements that ensure
change happens, and reports on progress: S
• Success criteria and reporting
• Program expectations
• Management oversight &
accountability
Your own footer

Typical Ways to Meet Needs
KNOWLEDGE: SKILLS:
 Communication  Training & meetings
 Documentation  Practice & feedback
 Schedules & calendars  Checklists
 Memos, email  Job aids
 Meetings, teleconferences  Coaches
STRUCTURE: MOTIVATION:
 Active Sponsorship & Support  Organizational “Story”
 Progress reports & follow-up  Marketing campaigns
 Feedback mechanisms  Leader advocates
 Ownership accountability  Positive reinforcement
 Advocacy program  Accomplishment celebration
Change Strategy
Components of a Change Strategy
Plan Discover Build
Review Establish
Define Success
Experiences Message
Manage Audience Build Comm &

Expectations Analysis Marketing
Establish Impact Analysis

Build Training
Controls Review
Identify Action
Define Roles Identify Barriers
Items
Plan
Define Success
Plan Discover Build
Review
Define Success Experiences
Establish Message
Manage Build Comm &
Plan your success

Audience Analysis
Expectations Marketing
Impact Analysis
Establish Controls
Review Build Training
metrics to confirm that Define Roles Identify Barriers

Identify Action
Items
you configure the system

to allow access the data
you need later.
 System decisions must
ultimately reflect how
you hope to impact your
organization
Measuring Your Success
What do you plan to accomplish with the initiative?

Response:
What metrics can be added or adjusted to best show the impact you have made?
Response:
What metrics will your organization expect to see?

Response:
Measuring Your Success
Are there data points that will need to be collected outside of the system?
Response:
How will people know if they are using the system successfully?
Response:
Success Metrics
Success Impact Measured How this will Audience Frequency

Metric be collected
Setting Expectations
Plan Discover Build
Define Success Review Experiences Establish Message
Build Comm &

Manage Expectations Audience Analysis Marketing
Impact Analysis
Establish Controls Review Build Training
Determine short and long term goals to

Define Roles Identify Barriers Identify Action Items
confirm you are meeting your roll-out plan
 Roll-out plans can be broken out in any time frame

you prefer
 We recommend
18 36
30 90
0 5
Expectations and Examples – include
the explanations in the previous slide
30 •Roll-out
90 •Roll-out
180 •Tactical
365 •Strategic
30, 90, 180, 365 Day Expectations
Timeframe What will be measured How this will Audience Method of

be collected Delivery
Example- 30
Day
Example
Number of users who have
logged into the system
System
reports
HR
Leadership
Excel report
Establish Controls
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
 Develop a Change
Impact Analysis
Establish Controls
Management project plan Define Roles Identify Barriers

Identify Action
Items
 Determine team structure

to deliver change
management
 Understand post go-live
process to ensure
continued reinforcement
and change process
 Establish feedback
channels
30
Roles Needed to Execute Change
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
•Make Decision to Change Establish Controls

Impact Analysis
Sponsors •Fund Change

•Confirm Change and Support it Define Roles Identify Barriers
Identify Action
Items
•Change Leader
Change •Communications
•Marketing
Advocates •Trainers
•Influencers
Change Targets •Those effected by the change
31
Change Roles & Action Plan
Change Role Expectations Of Role Organizational Name Action Items

Unit
Authorizing
Sponsor
Reinforcing
Sponsor
Change
Advocates
Discover
Review Experiences
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
Impact Analysis
Establish Controls
What roll outs have Define Roles Identify Barriers

Identify Action
Items
you experienced
recently?
 What worked well?
 What do you want

to duplicate?
 What did not work?
 What do you want

to avoid?
Audience Analysis
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
Who is impacted
Impact Analysis
Establish Controls
Identify Action
Define Roles Identify Barriers Items
by the change?
Groups to consider
Executives
Organizational Unit Leads
Unions
IT
Human Resources
End Users
External, e.g. Partners and
Vendors
Audience and Impact Analysis
Who is impacted by the change?
How are they impacted by change?
What motivates them?
Impact Analysis
What resistance might they have about this change?
What is source of resistance (emotional, cognitive, behavioral)?
Who influences these people?
Impact Analysis
How can you leverage influencers to manage resistors?
What do they need to KNOW relative to the change?
What do they need to DO relative to the change?
Impact Assessment
Identify Barriers
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
What are there barriers which will inhibit change? Establish Controls
Impact Analysis
Identify Action
Political
Geographical
Financial
Cultural
Technical
Informational
Time Restriction
Barriers Assessment
Barrier Type of Barrier How it Impacts Change Plan to Overcome
Example
Build
Build Communication
Plan Discover Build
Review
Establish Message
Manage Build Comm &
To begin creating your

Audience Analysis
Impact Analysis
Establish Controls
message, start by building Define Roles Identify Barriers

Identify Action
Items
your ‘elevator pitch’

 This gives you
 Building blocks to
build out future
communications
 Consistency, while
allowing each person
to develop their
message on their own
Establish Message: Brainstorming
Why did your organization decide to make this change?

Brainstorming:
Concise (Refined) Message:
Build Communication
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
Impact Analysis
Establish Controls
Deliver the Define Roles Identify Barriers

Identify Action
Items
right amount
of data to
your
audience at
the point
they need
the
information
n
e
Delivery eof Materials
d
W f
h r
a o Overall
t m concept,
t High level
Pro
y
o
xim
il
o
eta
ity
d
to
of
liv
l
,
ve
ed
o
Le
ate
, o
w
W
h i
e t
n
e
t
f
Frequency of Message
Utilizing multiple
methods to reach your
audience assures that
your message is heard
 Multiple deliveries are
required for receiver
recognition
 Reference- television
commercials
 12 times
 Single method delivery
 Not effective
Getting Your Message Heard
In order to take the time to pay attention your message, the

reader must have some reason to care
 Executives or direct line management
Marketing Communication Ideas
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
Impact Analysis
Establish Controls
What can Define Roles Identify Barriers

Identify Action
Items
you use to
create a buzz
about the
change?
Options to consider
Events
Contests
Campaigns
Give-Aways
Methods of Delivery
How does your company communicate?

What methods are most effective and for whom?
What avenues do you have to deliver your message?
Options to Consider:
Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters,
Table Tents, Email Signatures, WebEx
Communication Plan
Audience What will be Method of Timeline Owner/

communicated delivery Author
Executives and Review of why we changed PPT at 8 weeks VP of HR
Example
Human performance vendors, monthly before live
Resources what the benefit of the meeting
new partnership will be,
when the change will take
place, and who will be
impacted by the change
Finalize Your Communication Plan
Once you have added all messages to

the tables provided, you may find it
helpful to transfer the dates to a
calendar or add them to your project
plan
 This visual format tends to be
more useful for better
understanding deadlines
 You may find it helpful to start
with a calendar and work
backward to add it to your
Communication Plan
Build Training
Plan Discover Build
Review
Establish Message
Manage Build Comm &

Audience Analysis
Impact Analysis
Establish Controls
How does
Identify Action
your
company
learn?
Training Delivery
What methods of training are available?

Response:
What methods are most effective and for whom?

Response:
What training methods worked well in the past? Where can you improve?
Response:
Training
Outside of training on technology, are there new processes or procedures to be integrated into
the training?
Response:
How will training be delivered after the initial roll-out?

Just in time training:
Training for new hires:
Training Plan
Audience What are the skills to be Method of Timeline Owner

trained delivery
Regional
admins
Example
Reporting Online
training in
LMS
3 days
before live
Project Lead
Action Items
Action Items
ID Follow-up Item Owner Comments

1
58
Closing Thoughts
As long as you keep the

needs of people at the
heart of your plan,
there are many ways to
orchestrate successful
and lasting change.

Change Management Workshop Presentation

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Change Management Workshop Presentation

Uploaded by

Copyright:

Available Formats

Change Management Template

December 11, 2023

Change Enablement is the process of changing individual behaviors to

IS about: IS NOT about:

 Your implementation can

When would you start CM

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

When change management efforts began

Correlation of change management effectiveness

 Active and visible executive

Your own footer

Your own footer

Your own footer

Plan Discover Build

Manage Audience Build Comm &

Establish Impact Analysis

Manage Build Comm &

Plan your success

metrics to confirm that Define Roles Identify Barriers

you configure the system

What do you plan to accomplish with the initiative?

What metrics will your organization expect to see?

Success Impact Measured How this will Audience Frequency

Build Comm &

Determine short and long term goals to

confirm you are meeting your roll-out plan

 Roll-out plans can be broken out in any time frame

Timeframe What will be measured How this will Audience Method of

Manage Build Comm &

Management project plan Define Roles Identify Barriers

 Determine team structure

Manage Build Comm &

•Make Decision to Change Establish Controls

Sponsors •Fund Change

Change Targets •Those effected by the change

Change Role Expectations Of Role Organizational Name Action Items

Manage Build Comm &

What roll outs have Define Roles Identify Barriers

 What do you want

 What did not work?

 What do you want

Manage Build Comm &

Who is impacted by the change?

How are they impacted by change?

What motivates them?

What resistance might they have about this change?

What is source of resistance (emotional, cognitive, behavioral)?

Who influences these people?

How can you leverage influencers to manage resistors?

What do they need to KNOW relative to the change?

What do they need to DO relative to the change?

Manage Build Comm &

Barrier Type of Barrier How it Impacts Change Plan to Overcome

Manage Build Comm &

To begin creating your

message, start by building Define Roles Identify Barriers

your ‘elevator pitch’

Why did your organization decide to make this change?

Concise (Refined) Message:

Manage Build Comm &

Deliver the Define Roles Identify Barriers

In order to take the time to pay attention your message, the

Manage Build Comm &

What can Define Roles Identify Barriers