Approaches to change: building capability and confidence

This tool will help you:

• usechangemanagementtoolsto support you during a radical organisational change

• useaseven-stepflexibleframeworkforchangemanagement

• checkthatindividualsarestayingmotivatedandproductivetomaintainbusinesscontinuitywhiletheyworkinrapidlychangingcircumstances

• deliverahigh-qualitychangemanagement‘service’toyourcustomers/clients,helpingthemdevelopchangecapability.

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Help using this tool

theweb

this tool

Navigation To navigate through chapter headings in the tool,usethebookmarksinAdobeAcrobatReader.

To navigate through individual pages,usetheiconsonthebottomrightofeachpage.

LinksRed links willlinkyoutotheCIPDwebsiteoranexternalwebsite.

Blue linkswilllinkyoutootherareaswithinthetool.

Ifyouexperienceanydifficultywiththelinksprovidedinthistool,youmayneedtoupdateyourversionofAdobeAcrobatReader.Youcandownloadafreeupdatefrom:http://www.adobe.com/products/acrobat/readstep2.html

The AdobeAcrobatReaderpreferencesmustbesetupasfollows: Edit/Preferences/Internetthenyoumustmakesure‘Display PDF in browser’ischecked.

i-boxesi-boxes willopenupextrausefulinformationinapanelwhenyouclickonthem.Clickanywhereonthepaneltocloseitagain.

PrintTo print a page usetheAdobeAcrobatReaderprintfacility.

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What is the purpose of this tool?

Thepurposeofthistoolisto:

• provideanintroductionand/ortoexpandyourknowledgeandskillsontheconceptsandapplicationsofapproachestoorganisationalchange

• presentaseven-stepflexibleframeworkforunderstandingorganisationalchangeandshowhowyoucanapplythiswhenyourorganisationisundergoingchange.

Who is this tool for?

• HRgeneralistsandHRbusinesspartnerswhoarewantingtodevelopchangemanagementcapability

• Linemanagerswhoaresupportingtheirstaffincopingwithaplanneddisruptivechange.

Using this tool

Thistoolaimstobepracticalandinformative.Throughoutthetextyou’llseeoneoffouricons:

•Quotesfromoneofsixorganisationsweinterviewed.Seetheirprofiles in the Appendix.

•Thingstothinkabout

•Activities

•Linkstootherwebsites,usefulinformation

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Benefits of using this tool

For you

• Itwillhelpyouworkconfidentlywithyourlinemanagersandgivethemtheconfidencethatyouhavearobustapproachtomanagingchange.

AsanHRmanageratAkzoNobelsaid:

The role of the HR business partner is to help and support managers approach change confidently and we can certainly improve in this area – I think a more organised approach would help us to help the line managers.

For your organisation

• Itwillhelptobuildcompetitiveadvantage.

• Itwillhelptheorganisationtobechange-readyandhopefullyavoidsituationssuchasthefollowing,describedbytheVPHR,Educo.

What we have to do now is take a very challenging position and turn it around. We’ve sat around the edges of it for a while as the board did not want us to change the management structure again (although it is inefficient and not fit for purpose). It was last changed four years ago, which caused disruption. It’s taken us six months to convince them that we need to change the management structure.

Because of this we haven’t been able to communicate with staff about the situation and are now facing a 90-day consultation period, because of the reach of the project, rather than the normal 30 days. We’re in a more chaotic situation now because of this.

Continued

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For your employees

• Itwillhelpemployeescopemoreeasilywhentheyfindthemselvesinradicallychangingsituations

• Linemanagerswillfeelsupportedandconfidentyouhavearobustapproachtomanagingchange.

AstheEducorespondentsaid:

Unquestionably people cope with the ongoing adaptations to normal working best. This is mainly because they don’t notice it happening. People are happy if there is no real challenge to the status quo. Changes that are radical or sudden are challenges. As soon as people become aware that a change is on the horizon they start to ask ‘How is this going to affect me?'

What’s in this tool?

• checklists• guidance notes• practicalexercises• activities• assessments• surveys• casestudies.

Download the latest version of Adobe Acrobat ReaderIfyouexperienceanydifficultywiththelinksprovidedinthistool,youmayneedtoupdateyourversionofAcrobatReader.Youcandownloadafreeupdatefrom: http://www.adobe.com/products/acrobat/readstep2.html

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Toolmap

Help using this tool

Benefitsofusingthistool

Toolmap

Introduction

What is organisational change?

Tool 1: Change log

Tool2:Leadership,people,planningcheckpoint

Tool3:Seven-partframework

Tool4:Settingdirectionandcraftingleadershipcommitment

Tool5:Design,planandconsult:projectreadiness

Tool6:Mobilise(chooseteam):whoisresponsibleforwhat?

Tool7:Deliver(communicate):awarenessandsupportmatrix

Tool8:Transition(cope)

Tool9:Consolidate(connect)

Tool10:Improve(capture)

Sourcesofinformation

Appendix1:thecasestudyorganisations

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Introduction

Allorganisationsareinflux:changingtheirfocuses,expandingorcontractingtheiractivities,andrethinkingtheirproductsandservices.Mostorganisationsmorethantenyearsoldlooknothingliketheydidevenfiveyearsago.Anditislikelythatinthenextyearortwoorganisationswillnotlookastheydotoday.

Emergentchangeisnothingnewbutfeelsmorepressingandmoreurgenttodealwith.Nowadays,organisationsandtheirstakeholdersaredemandingincreasedaccountability,thereareconcernsaboutsustainabilityandtheenvironment,andaheightenedemphasisoncost-effectivenessandqualityimprovement.These,andmanyotherenvironmentalfactors,areputtingpressureonorganisationstobealert,flexibleandcontinuouslyrespondingtochange.

Havingproactiveapproachesforidentifyingnewandbetterwaysofdoingthingswiththegoalofimprovingorganisationalperformancequalityandefficiencyarekey.Sometypesofchangecanbefrightening.And,somecanbeextremelydifficult.Butnoorganisationcanaffordnottocontinuouslychange.

AsBenjaminFranklinobserved,‘When you’re finished changing, you’re finished.’Whatfollowsgivesyousometechniquesthatkeepyourorganisationeffectivelychanging.

ThistooldrawsonpreviousCIPDresearchonchange,reorganisationsandtheroleofHRprofessionals.Italsodrawsoncurrentthinkingandincludesnew,up-to-dateexamplesofpracticefromarangeofcase study organisationsinterviewedforthistool:

• AkzoNobel• Cancer Research UK• Oxfam• RCTHomes

and twoorganisationswhopreferredtoremainanonymous:

• Educo• Techco.

Thereisabriefdescriptionofeachofthesixorganisationsatthebackofthetool.

ThistoolwaswrittenbyNaomiStanford,authorofThe Economist Guide to Organisation Design and The Economist Guide to Organisation Culture: Getting it right.DrStanfordalsofacilitatesthe CIPD Organisation Designshortcourse.

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What is organisational change?

Typically,thephrase‘organisationalchange’isaboutasignificantchangeintheorganisation,suchasarestructureoraddingamajornewproductorservice.Thisisincontrasttomorecontinuouschanges,suchasadoptinganewcomputerprocedure.

Butorganisationalchangecanseemavaguephenomenon,sotoclarify,thinkofitintermsoftwothings–rateofchangeandscopeofchange.

The rate of changeisaboutthetimescaleofthechanges,thatis,continuous,intermittent,overadefinedperiod.Thescope of changeisaboutitsreach,forexampleorganisation-wide,orbusinessunit,orteamchange,anditstype,forexampleradicalandtransformationalinvolvingnewknowledge,technologiesandprocesses.Thesetwoaspectsofchangearediscussedbelow.

Rate of changeTherateofchangecanbecontinuous–forexample,increasingmotivationorengagementintheworkforce,helpingtheorganisationtobecomemoreproactiveandlessreactive,oraddressingtheongoingneedtobeefficientandeffective.Manyoftheseongoingchangesdonothavespecificgoals–theyjust‘are’,someasuringprogresscanbechallenging,astheHRmanageratAkzoNobelsaid:

It’s continuous change. One of the reasons for introducing an organisation design methodology (which we’re planning to do) is because the business is continually under pressure from customers, the market, the economy, etc. Rather than radical change we look to find ways of incrementally developing, adjusting and altering job designs, and so on.

Ortherateofchangecanbeintermittent–aprojectthataddressesacurrent,majorproblemoropportunitysuchassolvingaqualityissue,orintroducinganewproductline.Itisofteneasiertodeterminethesuccessofintermittentchangethancontinuouschangebecauseduringthelifecycleoftheproject,whichusuallyhasadefinedstart/enddate,theproblemoropportunityiseithersuccessfullyaddressedornot.InthecaseofTechco,asthedirectorofhumanresourcesstates:

We are making a huge but planned, time-bound (end of 2010), specific change that is very radical. Briefly we are restructuring to give more focused leadership to our business. We have to do this for a number of reasons. For example, we believe our cost base is too high to succeed in some markets (for example lower-tier customers, low-cost regions, for example India). We have to lower it to do this new work successfully. This means we are making big changes from the executive level down, bringing new people in, designing new roles, reducing headcount, and decentralising some functions which have been centralised up to now.

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Continuous incremental change Continuous radical change

Usuallydoesnotinvolve‘changemanagement’

People can cope well

Helpstoinvolve‘changemanagement’

People find this hard

Intermittent incremental change Intermittent radical change

Importanttoinvolve‘changemanagement’

People find this fairly hard but not as hard as radical change

Essentialtoinvolve‘changemanagement’

People find this very hard

Table 1: Four types of rates of change

(Source: Stanford 2010)

Scope of changeThescopeofchangecanbeorganisation-wide,orbusinessunit,orteamchangethatisradicalandtransformationalinvolvingnewknowledge,technologiesandprocesses.Thismightinclude,atanorganisationlevel,amajorrestructuringandreshapingthatdismantlesanorganisation’sstructureandculture,forexamplefromthetraditionaltop–down,hierarchicalstructuretoacollaborativestructurewithself-directingteams.AnorganisationdevelopmentspecialistfromCancerResearchUK describes:

The planned change to move us from eight buildings around London to one building at Angel will be a major culture and working practices shift as the new space is open plan, we are all together and have fewer offices than we now have. Our hope is that we will develop a high level of collaboration and cross-team working as well as benefiting from the cost efficiencies it brings.

Equallythescopecanbeaboutincrementsoradaptationstoexistingknowledge,processesandtechnologies,againatorganisation-wide,businessunitorteamlevel.TheorganisationdevelopmentdirectoratRCTHomescomments:

We are doing things to develop trust between the head office and our remote workers, between managers and their teams, and between the work silos. We’re introducing new ways of forging links between people – some of them hinged on the idea that tenants are part of who we work with and what we do. (We are not ‘giving to’ tenants but working in partnership with them and in some cases being led by them.)

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Relationship between rate and scope of changeLookingatrateandscopeyou’llseethattheyareinter-related.Youcanhavecontinuouschangethatisalwaysincrementallyadaptingthecurrentwaysofoperating.Equallyyoucanhavecontinuouschangethatisradical.Inthiscaseyouaremakingongoingsignificantchangestovariouspartsoftheorganisationoritsparts.

Youcanhaveintermittentchangethatmakesadaptations,forexampleoverhaulinganexistingprocessasa‘changeproject’overagivenperiodoftime.Oryoucanhaveintermittentchangethatisradical–thatis,youmaketransformationalchangesoveragivenperiodoftimethatfundamentallychangethenatureofthebusinessorthewaysofoperating.Table2summarises.

Note:Inmostorganisationsallofthesetypesofchangearegoingonsimultaneously!

Tocomplicatethings,allfourtypesofchangeshowninTable2canbeplannedorunplanned.

Unplanned changeusuallyoccursbecauseofamajor,suddensurprisetotheorganisation,leadingyoutorespondinahighlyreactiveanddisorganisedfashion,forexamplewhenthechiefexecutiveofficersuddenlyleaves,orwhensignificantpublicrelationsproblemsoccur,orwhenpoorproductperformanceresultsinimmediatelossofcustomers.

Planned changeoccurswhenleadersintheorganisationrecognisetheneedforchangeanddevelopaplantoachieveit.Andplannedchange,eventhoughbasedonaproactiveandwell-doneplan,oftenhappensinmoreofachaoticanddisruptivefashionthanexpected.

Continuouschangethatincrementallyadaptsthecurrentwaysofoperatingacrossallorpartsoftheorganisation

Continuouschangethatradicallytransformsallorpartsoftheorganisation

Intermittentchangethatincrementallymakesadaptationsinallorpartsoftheorganisation

Intermittentchangethatradicallytransformsallorpartsoftheorganisation

Table 2: Relationship between rate and scope of change

(Source: Stanford 2010)

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Ontheplussidepeopleareusuallyabletoadaptwelltocontinuouschangethatdoesn’tupsetthestatusquo–forexampleifapersonleavesaworkteamandsomeonenewjoins,oranITsystemisupgraded,oranewpolicyisintroduced,oranunexpectedeventoccursbutthingsreturnto‘normal’.Wherepeoplefindthingsmoredifficultiswhenthelandscapeoftheorganisationhastochangedramatically.Again,thedirectorofhumanresourcesatTechcocomments:

Our main challenge is getting people to understand the need for change given that it’s our best performance year ever. Beyond that there’s a challenge in getting commitment to the focus change. We’ve been known in the industry as being the leader in innovation. Now we are driving to be the leader in commoditisation.

Thinkabouttherateandreachofchangegoingoninyourorganisation.Isitcontinuous,projectbased,orboth?Whatformdoesittake–organisation-wideoratabusinessunitorteamlevel?Transformationalorincremental/adaptive?Isitplannedorunplanned?

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Tool 1: Change log

Why use this toolThistoolwillhelpyoufindouttheextentandintensityofthechangesthatpeoplearehavingtodealwith.Youmaybesurprisedwhatthisinventoryreveals–knowingatagutfeellevelthat‘there’salotgoingon’doesn’tgiveyoudatatorationalisetheportfolioormanageanyrisksthatmightoccuracrossthewholespectrumofchange.

How to use this tool Identifythevariouschangesgoingoninyourorganisation.Logthemonthesheetonpage13.Usetheinformationtodoall/anyofthefollowing:

• Seehowmuchchangeisplannedandunplannedinyourorganisation.Whatarethepatterns? What do they tell you?

• Checkthatpeopleinvolvedinleadingthechangesarelearningfromeachotheraboutsuccessfullymanagingchange.

• Ensurethatyouaregettingalignmentbetweenthevariouschanges.

• Confirmthatyouhaveoversightonallthatischanging.

• Judgewhethertherearetoomanythingschanging,puttingyouatriskofjeopardisingbusinesscontinuity.

• Determinehowmuchofthechangeisnecessarytodeliverthebusinessstrategy.Canyoucutsomechangeeffortsout?Aresomeahigherprioritythanothers?

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Project name/brief description

Rate of change•Ongoingincremental•Ongoingradical•Intermittent

incremental•Intermittentradical

Scope of change•Wholeorganisation•BU/department•Group/team

Planned orunplanned

Example

ProjectArora–mergerofsaleswithmarketing.Noradicalchangestoculture,processes,peopleskills.Someradicalchangetostructure.Notaboutcost-cuttingbutaboutstreamlining(nolay-offsinvolved).

Intermittentincremental(willbecompletebyyearend).

Twocurrentbusinessunits(BUs).Willhavesomeimpactoninterfacedepartments,andoncustomers.

Planned but could bederailedifnewcomputersystemdoesnotcomeonstreamasscheduled.

Log

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TheHRmanageratAkzoNobelcommentedonthetypeofchangegoingoninhisorganisation:

LookattheCIPDworkwiththeSaidBusinessSchoolonthesevenCsofchange.YoucanreadmoreinthereportHR: Making change happen (2005),availablefromtheCIPDbookstore.Theinsightsaredrawnfromathree-yearresearchprogramme,Organisingfor

Success,whichincludedtwosurveysandinterviewswith11casestudyorganisations.

Thinkaboutgettingregularemailorotheralertsfromorganisationsthatlookatenvironmentaltrends.YoumaybeabletofollowthemonTwitter.Takealookatthesuggestedorganisationsbelow.Considerhowtheycouldhelpyouinforecastingwhat

typesofchangeyourorganisationislikelytobeinvolvedinduringthecomingyears.

Ted Conference

Economist Technology Quarterly

Economist Intelligence Unit

Science Daily

World Future Society

Institute for the Future

Fast Company

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What we’ve noticed is that a radical change is followed by a period of continuous change that builds on the radical. We are currently looking at ways to make incremental, continuous change for the organisaition. For example, every time someone leaves we ask if it’s necessary to fill the role. Can work be done differently? Can someone be developed into the role?

Do change efforts fail?Thereisapopularbeliefthat‘changeeffortsfail’andstatisticssupportthis.

However,failureiscertainlynotinevitable.Individualsenjoychangeifitisself-directed,withintheircontrolandapositivechoice.(Thinkaboutchoosingtomovehouse,changeajob,getmarried–allofthesearehugepersonalchangesthatpeoplehappilymanage.)

Forthoseinvolvedinmanagingachange,itisimportanttocreatethesituationwherepeoplefeeltheycancontributepositivelytothechange,andtheyhavetheoptionandpowertocontrolaspectsofit.Thiscanbedonebypayingattentiontothreeaspects:

1 Leadership:wheretheleadershipteamiscommittedtothechange,makesapowerfulcaseforitandactsasrolemodelsanddriversforit,astheODdirectoratRCTHomesnotes:

The chief executive’s role has been fundamental. He had led on it, driven it and was passionate to get things done early on. He wanted to have a clear starting position on measurement and tracking for the vision and values. He’s able to keep stating why we are doing this and that’s critical for people to hear.

What he’s asking people to do he does himself. For example he doesn’t allow weekend emailing for himself or others.

2 People:wherethereiscloseinvolvementofthepeoplewhoareimpactedbythechange,theyarefullyawareofthecaseforchangeandunderstandit,andtheirpsychologicalandemotionalresponsesareconsideredandaddressedaschangeprogresses.ThispointisattheforefrontofCancerResearchUK’sapproach.AsoneoftheirODspecialistssaid:

We emphasise the need to look at the emotional elements of change. We don’t want people to just be told what is happening. Some of our change programmes are very inclusive – the Supporter Relationship Management programme is a case in point. It has full business involvement, which is a major shift. But we encourage more of the business leaders to engage people and allow them to help shape things so that it is not felt as ‘done to them’.

ResearchbySaidBusinessSchoolfortheCIPDsuggeststhat:‘amajorityofreorganisationsfailtodeliversignificantimprovementsinperformance.Aboutone-thirdofreorganisationsfailtogenerateanyimprovementsinfinancialandcompetitivesuccessmeasures.’(Re-organising for Success: HR’s role in change 2004)

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3 Planning and follow-through:wherethechangeisplannedcarefully,communicatedwellandmonitoredclosely(withactionstakentokeepitoncourse),andagainCancerResearchUKisconsciousofthis:

At this point we are pushing the value of reviewing as that’s where adjustments can be made, lessons learned and paths for ongoing improvement decided.

TakealookattheCIPDreportSustainable Organisation Performance: What really makes the difference.Itdiscussesleadership,engagementandorganisationdevelopmentinwaysthatcloselymirrorthethreeaspectslistedabove.Theinformationpresentedinthe

reportisveryrelevanttoeffectivechangemanagement.

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Tool 2: Leadership, people, planning checkpoint

Why use this toolThistoolwillenableyoutofindoutifyouhavethethreeessentialbuildingblocksinplacetoinitiateachangeproject.Withoutevidencethattheyarepresent,youriskstumblingorfailinginyourchangeefforts.

How to use this tool Completethetableonpage18foreachchangeeffort(whicheverofthefourtypes)youareinvolvedintoconfirmthatyouhaveinplaceallthreeelementsthatwillminimiseriskoffailure.Reviewitregularlyasthechangeprogresses.Takeanyactionsyoulisted.

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Change name/description

Rate of change(tickone)Ongoingincremental Ongoingradical

IntermittentincrementalIntermittentradical

Scope of change(tickone)WholeorganisationBU/departmentGroup/team

Essential aspect : Leaders are driving the change.

Question Evidence Action required

Aretheleaderswillingtotakeriskstoachievethischange?

Askforresources?

Sellto,negotiatewithandconfrontstakeholdersasneeded?

Areotherlevelsofleadership,aboveandbelow,supportiveofthe change?

Givetimeonanongoingbasisto support the change by clearingpoliticalroadblocks,puttingtimeandresourcesintosolvingunexpectedproblems,andkeepingtheprojectintheorganisation’sfocus.

Continued

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Essential aspect : People are feeling involved, engaged and in control.

Question Evidence Action required

Whatarethecostsandbenefitsofthechangetothestaff?

Whatarethecostsandbenefitsofthechangetootherkeygroupswhoareaffectedbythechange?

Howdoesthischangestackupagainstothersthatstaffarefacingandcouldtakeon?

Howdoesthischangestackupagainstothersthatotherkeygroupsarefacingorcouldtakeon?

Howablearethestafftocometogethertounderstandjointconcernstoacttogetherinmeetingthem?

Essential aspect : Plans are rigorous, actionable and are in a time frame.

Question Evidence Action required

Theyshowscheduledactions,keymilestones,criticalsuccessfactorsandcontrolpoints.

These are clear and are being tracked,measuredandreviewed.

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CommentingfromEducoonapproachestoleadership,peopleandplanning,theVPHRsaid:

We are using the standard systems intervention strategy (SIS) without naming it. An OD approach would take far too long in this situation and requires a different focus from the one we are interested in. OD works if you’re trying to gain involvement and acceptance and have a long enough time period in which to work on this. In our case we have a medium to short time frame and have to be more directive. Generally we aim to give opportunities for people to put their ideas forward, and to listen to them without shooting them down. But in my experience most people don’t know the big picture, their role isn’t to know it, and working in their silos they simply can’t know so it’s very hard for grass-roots people to make sensible suggestions in times of radical change.

LookattheCIPDfactsheetLeadership: An overview.Asearchfor‘leadership’ontheCIPD websitewillalsosignpostyoutoarangeofresources.

Whatactionscouldyoutaketoenergisealeaderwhoisnotinterestedinleadinganecessarychangeproject,andwhothinkschangemanagementis‘HRwork’?

Framework for managing changeTherestofthistoolisfocusedmoreonradicalchange,eithercontinuousorintermittent,thanonincrementalchange,althoughmostoftheprinciplesandtoolsarerelevantandusableinthosesituationstoo.

Whatfollowsisaseven-partframeworkforyoutoworkwithinmanagingchange.Itispresentedinasequencebutdon’tfeelconstrainedtoberigidaboutthis.Althoughsomepeoplelike‘methodologies’withprescriptivepaths,theyaren’talwayssuitedtothefast-movingsituationsthatyouandyourorganisationsaretypicallyin.OneorganisationthatiscautiousaboutstructuredmethodologiesisCancer Research UK:

We’ve developed a flexible framework that provides choices against a loose methodology. We have to be careful as we’ve found that ‘methodologies’ don’t work in many parts of the organisation. We needed a way to allow flexibility and choice in how to approach different types of change and what works in different parts of the organisation. It’s not a one-size-fits-all approach.

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Theframeworkpresentedherebuildsonthethreeessentialaspectsofsuccessfulchange:leadership,peopleandplanning.Inthegraphicbelowyou’llseepeopleandplanningineachofthesevenparts.Leadership,thethirdaspect,mustbeevidentthroughout.Theplanningaspectisthefirstitemshownineachpartandthepeopleaspectisthebracketeditemineachpart.However,intheday-to-dayworld,twothingshappen:

1 Thepartsdonotfolloweachotherinaneatsequence.It’smuchmessierthanthis.

2 Youaredoingvariouspeoplethingsinmany,ifnotall,parts.Thegraphicindicateswherethefocusofthepeopleaspectshouldbeineachpart.So,forexample‘communication’shouldnotberestrictedto‘deliver’butyouwillwanttofocusmuchmoreonitinthispart.

Nevertheless,theframeworkprovidesausefulreferenceforyouasitshowsyouwhatneedstobeconsidered,ina‘bestcase’sequence.TaketheinformationfromitinawaythatworksforyouandyourorganisationasOxfamdoes.HeretheHRdirectorexplains:

For us successful change is much more about rich conversations than models of change. I’m pretty wary of the big consulting companies’ type of stuff – it’s too complex and puts everybody right off. We err more towards offering models only on the basis of ‘if you find this useful’ … and encouraging people rather than prescribing methodologies.

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Tool 3: Seven-part framework

Why use this toolRemembertheadage,‘Allmodelsarewrong.Somemodelsareuseful.’Themodelbelowisausefultoolthatshouldnotbeslavishlyfollowed.Asstatedaboveitprovidesagood‘backpocket’reminderforyouinyourchangemanagementwork.

How to use this tool Lookatthegraphicbelowandthetableonpage23thatexpandsoneachoftheitems.Considerthevalueofbuildingeachofthestepsintoyourchangeapproach.Askyourselfwhatthebenefitsareofbeingsystematicinthewaythismodelandframeworksuggest.Whatarethedownsides?

Set change direction (Craft)

Improve(Capture)

Ready,willing

andengaged

Consolidate(Connect)

Deliver(Communicate)

Mobilise(Choose team)

Design and plan(Consult)

Continue the change

Transition(Cope with

change)

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Planning People1

Lead

ersh

ip

1

Set direction: Inthisfirstpartofthechangeprojectyouareansweringthequestion,‘Whymustwedothis?’Youhavetopresenta‘burningplatform’orsenseofurgencythatpeopleunderstand.Alongwiththisyouneedtopaintaclear,concreteandactionablepictureofwhatbenefitsthechangewillbringtoindividualsandtheorganisation.

Craft:Everytypeoforganisationalchangeneedsdirectingtowardsthebusinessstrategy.Agreeingthedirection,creatingrealisticandachievableobjectives,thinkingthroughthe‘whatifs’andunintendedconsequencesrequiresmultiplestakeholdereffort,skillandcommitmenttodefine.

2

Design and plan:Successfulchangedrawsuponprojectmanagementdisciplines.Andaswithanyjourney,itisimportanttoplantheroute.Employeeinvolvementmusttakeplaceinthecontextofclearlydefinedmilestonesandrigorousprojectmanagement.

Consult: Successfulchangerequiresrealconsultationwithallkeystakeholders,mostnotablyaffectedemployees.One-wayinformationprovisionisnotenoughtowinsupportforchangeandcanoftenisolatekeystakeholders.Makesurethatemployees,unionsandotherstakeholders,includingcustomersandsuppliers,areconsultedandinvolved.

3Mobilise: Confirmyouhavetheresources(time,equipment,people,stakeholdersupport,budget,andsoon)todelivertheplannedchange.

Choose:therightteamtomakechangehappen.Thisiscriticaltosuccess.Managingchangerequiresleadershipanddifferentmixesofskill,capabilityandexperienceatdifferentphases.

4

Deliver:Focusongettingshort-termmeasurableandcommunicableresultsquickly.

Communicate: Thereisavastrangeofcommunicationstrategiesandtechniquesavailable,andchoosingtherighttechniquesattherighttimeisanimportantcapability.Communicationhastobeaccurate,meaningful,regular,transparent,consistent,coherent,uptodateandcascadedthroughouttheorganisation.

5

Transition:Ifyoucan,begintransitioninginsmallautonomousunitswhereyoucanmonitortheeffectsandtakeactionstokeepthingsoncourse(essentiallyapilotprocess).

Cope:Changecanbestressfulbothforthoseaffectedbyitandforthosethataremakingithappen.Peopletendtopassthroughacycleofemotionswhenexperiencingchange,andknowledgeofthiscyclecanhelpmanagesomeoftheissuesthatmightarise.Effectivemanagersanticipatepotentialproblemsrelatedtocopingwithchangeandputinplacemechanismsfordealingwiththem.

6

Consolidate:Thechangewillnotsucceedunlessyoualignallorganisationalelementsbehindit.Continuousimprovementthatfollowstheplannedprojectisthegoal–thismeanslookingatthingssuchaspolicies,reportingrelationships,rewards–andrevisingthemtosupportthenewworld.

Connect:Effectivereorganisationavoidspiece-mealapproachestochange,settingrestructuringwithintheorganisation-widecontext.Changesofsystems,structuresandthe‘soft’people-relatedandculturalaspectsoftheorganisationmustbecarefullysynchronisedwitheachotherandwiththeoverallstrategy.

7

Improve:Ifyou’reusingaprojectmanagementapproachyou’llbedoingregularreviewsofprogressthroughthestandardmonitoringandtrackingmethods.Usetheinformationfromthesetomakecoursecorrections.Ifyouarenotusingprojectmanagementapproaches,takethetimeandmaketheefforttodoarigorousreview.

Capture: Successfulrestructuringandchangereliesonchangeteammembersbringingdeepexperienceandknowledgeofchangefrombothwithinandoutsideoftheorganisation.Learninghowtodothingsbetter,bothfromyourownexperiencesandfromthoseofothers,helpsyoudeveloptechniquestosustainthechange.

1ThiscolumnadaptedfrommaterialcontainedintheCIPDexecutivebriefingHR: Making change happen (2005).

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IfyouareinterestedinthetheoriesbehindtheframeworkthesearewellexplainedinthebookOrganisation Change,4thedition,byBarbaraSeniorandStephenSwales(FinancialTimes/PrenticeHall,2010).Chapter7onhardsystemsmodelsofchangecoverssystems

interventionstrategy(the‘planning’partofthemodelabove).Chapter8considerssoftsystemsmodels.

TakealookattheCIPDreportHR: Making change happen(2005),whichintroducestheconceptsofthesevenCsofchange.You’llseetheseinthegraphiconpage22.SeealsotheCIPD training courses,whichincludeorganisationdevelopmentandprojectmanagement.

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Tool 4: Setting direction and crafting leadership commitment

Why use this toolTheroleofleadersistosetthedirectionfortheirorganisationandleaditsuccessfullythroughalltypesofchange.Theydothisbyusingfourskills:

1 Tuning in to the environment:seeingwhatfitsandwhatnolongerfitsasexternalpressurespoundtheorganisation.

2 Challenging the current organisational wisdom:usingwhatRosabethMossKantercalls‘kaleidoscopethinking’,whichmeansseeingdifferentpatterns,questioningassumptionsandlookingfornewconnectionsandwaysofdoingthings.

3 Communicating a compelling aspiration:encouragingpeopletoseewhychangingisrequired,what’sinitforthem,andhowtoconstructitratherthanwaitforit.

4 Building coalitions:identifyinginfluencersand‘selling’themthedream.(NotethatMartinLutherKinginspiredmillionsbysaying‘Ihaveadream’andnot,‘Ihaveaplan.’)

Usethistooltoconfirmthatleadersaredemonstratingthosefourskillsandtoidentifywheretotakeactioniftheyarenotinevidence.

How to use this tool Conductthisexercisewiththeleadershipteamwherethechangeistakingplace.Itcanbedoneasawhole-groupexerciseorindividualdiscussionsthatarethencomparedinawhole-groupsetting.

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Name the change here:

Part 1: Direction-setting1 Is there a good business reason for making this change?

•Whatisthebusinessreason?•Whatarethebenefitsandreducedrisks/costs?•Whatarethedownsidebusinessrisks?

2 How does the cost–benefit of this change compare with other changes the organisation is making now or could make?

3 What are the five most important problems that you are trying to solve with this change? Why?

4 If the business/organisation were operating almost perfectly in the changed state, describe the key things that would be happening:

•IfIwereinvisibleandwalkedthroughtheorganisation,whatwouldIseethatcontributedtothissuccess?

•IfIwereinvisibleandcouldsitinonanumberofconversationsbetweenthetoptenpeopleandtheirstaff,whatthemeswouldIhear?

5 If this organisation were wildly successful in the changed state, where would it be in three years?

•Ifyouwerethinkingofsellingthissuccessfulbusiness/organisation,howwouldyouwanttobeabletodescribeittoprospectivebuyers?

•Howwouldyoudescribethemission/vision/purposeofthischangetoyourprospectivebuyers?

Part 2: Overall ratings Reviewtheleaders’answerstothefivequestionsandenteranoverallratingofhigh,mediumorlowleadershipcommitmenttothechange.

Keyquestion:Towhatdegreedowehaveleadershipcommitmenttothischangeindirection?

Overallrating

1Goodbusinessreason LowMediumHigh

2Cost–benefitassessment LowMediumHigh

3Fivemostimportantproblems LowMediumHigh

4Descriptionofoperationinchangedstate LowMediumHigh

5Descriptionofsuccessinchangedstate LowMediumHigh

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Assessment resultsAssessingyourfindingsisanartofdetermininghowtoleverageyourhighratings,whilecreatingdeliberatestrategiesforbringingyourlowratingsuptomediumatleast.

Ifyouhavefewhighratingsandseverallowratings,youshouldconsiderreducingthescopeofthechangeefforttoonewhereyourresponsescanbemorefavourable.

Action strategy: For low ratings:Whatcanwedothatwouldleadustoimproveourratingonthiskeyquestion?

For high ratings: Howcanweputthisassettouse?Canitbeusedtoimprovelowerratingareas?

For medium ratings:Whatclearactionstrategiesdoesthiskeyquestionresponsesuggest?

Overall:ArethereanyratingsherethatIshoulddiscusswithothersbeforeconcludingthatIhaveratedthemaccurately?Ifso,discusswithwhom?

Oneexampleofanorganisationthathasaverygoodsenseofdirection,andastrongpushfromthetoptochange,isOxfam.TheHRdirectordescribesthesituation:

A year ago – end 2008 – the chief executives of the Oxfams met to discuss a plan to work together more effectively. They surprised everyone by deciding to be much more radical than the plan suggested – collectively deciding on a single management structure (SMS) for development. This isn’t intended as a rigid control device – the whole development world is too complex to allow a monolithic management. It’s designed to use the different strengths the different Oxfams bring but do so in a transparent way that does not confuse the client groups. There are three main, and very ‘sellable’, reasons for this highly radical change:

• Together we will be able to have a greater impact on poverty and suffering.• There will be cost-effectiveness gains in the way we operate collectively.• We will achieve a much more coherent brand identity and awareness.

LookattheCIPDcourseInfluencing Strategy and Stakeholder Management.

RosabethMossKanterwroteanarticlein1999thathasbecomeaclassiconleadershipandchange:‘Theenduringskillsofchangeleaders’.It’sinLeader to Leader,Vol13,Summer,andfreelyavailable.

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Tool 5: Design, plan and consult: project readiness

Why use this toolToooften‘changemanagement’isseenasasoftandfluffy‘people’thingnotlinkedtomeasurableresults.Onceleadershavesetthedirectionthistooltakesyoutothesecondstep,helpingyouclarifyandconfirmthatthechangeprojectisontrackinallaspectsandthatyouhaveshort-term(60-and90-day)andlonger-termmeasurableresultsthatyouwantthechangetodeliver.Thetoolcoversabroadrangeofproject-readinessissuestothinkaboutinthedesign,planandconsultstep.Youneedahighscoreoneachofthesebeforemovingtostepthree,mobilisingandchoosingtheteam.

How to use this tool Youcanusethisinvariousways.Itcanbesenttoalargegroupofpeopleasasurvey.Youcantakeoffthescalingandmakethequestionsopenonesandinterviewpeople.Youcanuseitasachecklistfortheexecutiveteamleadingtheproject.

Score: 5 Wearereadytogo. 4 Westillhaveafewthingstodobeforeweareready. 3 Wehaveasignificantamountofworktodobeforeweareready. 2 Weareonlybeginningtoworkonthis. 1 Wehaven’tbeguntothinkaboutthisyet. N/A Notapplicableordonotknow

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Business case 5 4 3 2 1 n/a

Thereasonsforlaunchingtheprojectareclearlydefined.

Theimpacttothebusinessisclear.

Leadersoftheinitiativesaresupportiveofandcommittedtotheproject.

Thepriorityofthisprojectwithrespecttootherprojectsisclear.

Thebusinesscaseforthisprojectcreatesasenseofurgencyorpriorityforeveryoneinvolved.

Weareagreedonthemeasurableresultswewanttoachievefromthisprojectwithinthenext60and90days.

Vision clarity 5 4 3 2 1 n/a

Leadershaveacompellingvisionofthebenefitsofthisproject.

Thevisionisspecificenoughtogivepeopleagoodindicationofhowtheywillbedoingthingsdifferently.

Peopleaffectedbytheprojectareabletoanswerthequestion,‘What’sinitforme?’

Itisclearhowthisinitiativelinkstotheoverallstrategy.

Thevisioncreatesunderstandingandexcitementaboutthechange.

Change leadership and accountability 5 4 3 2 1 n/a

Leaderspersonallydemonstratethecommitmenttoachievingtheproject’sobjectivesthroughpublicandprivateactions.

Leadersareaccountablefortheexpectedresultsoftheproject.

Leadersareactivelyinvolvedinthecommunicationprocessandarehelpingtocreateenergyandenthusiasmaroundthechange.

Leadersarehelpingtoremovebarriersandallocatetheresourcesneededtoaccomplishthechange(time,bestpeopleandfunds).

Leadersarestayingfocusedonthisinitiativeevenwhenotherproblemsorissuesarecompetingfortheirattention.

Continued

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Change-specific communication 5 4 3 2 1 n/a

Theinternalmessageswehaveplannedareinformativeandcredibleandwilladdressthequestionsofmostemployees.

Wehaveaconsistentandagreedmessagetodelivertoouremployees.

Themessageswehaveplannedforourotherstakeholders(franchisees,suppliers,andsoon)areinformativeandcredibleandwilladdressthequestionstheyhave.

Wehaveaconsistentandagreedmessagetodelivertoourstakeholders.

Wehaveplanstocommunicateinatimelyandopenfashionandhavecontingencyplansiffunctionalordepartmentalboundariesbecomeobstacles.

Weareplanningtoachieveadialogueratherthanaone-waystreamofinformation.

Stakeholder commitment 5 4 3 2 1 n/a

Wehavegivencarefulthoughttohowthisprojectaffectsgroupsbothwithinandoutsideofthecompany,andhowtheymightrespond.

Weareclearonthepeopleissues,aswellasthetechnicalandfinancialissues.

Weareplanningtomonitorpeople’sreactionsandaddressanyissuesastheyarise.

Weareplanningopportunitiestoinvolvepeopleorgroupsofpeopleassoonasweannounce.

Wewillbeencouragingpeoplewhoareaffectedbythechangetovoicetheirconcerns.

Increasing change capability 5 4 3 2 1 n/a

Werecognisethatthismajorchangeputsextrastressonpeople,andhaveplannedstepstohelppeoplecope.

Werecognisethatthismajorchangerequiresspecialmanagementskillsandtechniquesandhaveplanstodeveloptheseskillsrapidlyifneeded.

Ourplansforthischangeincludeattentiontotechnicalandfinancialissuesaswellaspeopleissues.

Wehavetakenthetimetoidentifyandsharelessonslearnedfrompastchangeimplementationefforts.

Wearenotassumingthatpeopleinourorganisationacceptthatchangehasbecomeawayoflifeforus,andareplanningtohelpthemreachthisacceptance.

Continued

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Project planning 5 4 3 2 1 n/a

Weareensuringeffectiveprojectmanagementpoliciesandproceduresareestablishedandconsistentlyfollowed.

Wewillrequest(ifnecessary)thattherightresources,basedonknowledgeandskills,areallocatedtotheinitiatives.

Wehaveconfirmedthatpeople,processandtechnologyissuesareintegratedandaddressedthroughouttheprojectimplementationplan.

Wehavesetclearexpectationsfortheprojectteam(s)regardingroles,responsibilitiesandscope.

AkzoNobeltakesafairlysystematicapproachtodesigningandplanning.TheHRmanagersays:

We see the value in being systematic about project design and planning. We are developing a structured organisation design methodology. We currently use a six sigma approach (DMAIC) to projects in the supply chain area. We have a number of tools out there that we use, but at the moment they’re not all interlinked into a framework that people can use easily. I think a more organised approach would help us to help the line managers.

LookattheOffice of Government Commercewebsite.Ithasgoodinformationandtoolsonprogrammeandprojectmanagement.

Thinkaboutdoingaprojectmanagementcourse.NotethattheCIPDrunsone–itisaninvaluableskilltohave.Projectmanagementandproject-relatedskillsarementionedmanytimesintheCIPDHR Profession Map.

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Tool 6: Mobilise (choose team): who is responsible for what?

Why use this toolIt’simportanttoensurethattherightpeopleareinvolvedinaparticularreorganisation.Differentpeoplemightberequiredindifferentrolesatdifferentphasesofachangeinitiative,forexample,theteamthatsetstheinitialvisionmightlookquitedifferentfromtheteamresponsibleforimplementingthedetailedchangeplan.

How to use this tool Onthefollowingpagesaretwotables.Thefirstisatableofdefinitionsandthesecondisatableforyoutofillin.

Readthroughthetableofdefinitions.Thishelpsyouidentifythetypesofpeopletypicallyinvolvedinchangeprogrammes.Checkwhetheryouhavealloftheseorwhetheryouhavesomegapswhereitmightbeusefultoidentifypeopletotakeontheseresponsibilities.

Usethesecondtabletofillinactualnamesofpeople.Thisensuresthatyouarecoveringthekeyresponsibilitiesdifferentpeopleinanorganisationhaveduringachangeprocess.Identifywhereyouhavegapsoroverlapsandtakeactiononthislisttoo.Notethatthetableisnotexhaustive.Addtooramendittomakeitappropriateforyourorganisation.Alsobeawarethatthereisn’tonesinglesolutiontotheperfectchangeteam.

Responsibilities for change

Who Key responsibilities

Topteam Aligningchangewithorganisationalstrategy.Providingleadershiptomakechangehappen.Internalandexternalcommunication.Monitoringandevaluationafterimplementation.

Linemanagement Owningtheirpartinchange.Cascadingcommunications.Preparingteamsforimplementation.

HRprofessionals/HRfunction

Championingthe‘people’agenda.Redefiningtheroles,jobsandskills.Traininganddevelopingthestaffinvolved.AdaptingandrefiningHRpolicies,forexample,careers,reward.Buildinglearningon/knowledgeofchange.Communicatingwithandinvolvingstaff.

Programmeandprojectmanagers

Establishingprojectcapabilityandaccountability.Communication.Managementandimplementation.Projectplanning.Engagingseniormanagementandkeystakeholders.

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Responsibilities for change in your organisation

What change are you involved in?

Examples of responsibilitiesIdentify the person/people in your organisation who have these responsibilities

Aligningchangewithorganisationalstrategy.Providingleadershiptomakechangehappen.

Internalandexternalcommunication.Monitoringandevaluationafterimplementation.

Owningtheirpartinchange.

Cascadingcommunications.

Preparingteamsforimplementation.

Championingthe‘people’agenda.Redefiningtheroles,jobsandskills.Traininganddevelopingthestaffinvolved.

AdaptingandrefiningHRpolicies,forexample,careers,reward.Buildinglearningon/knowledgeofchange.Communicatingwithandinvolvingstaff.

Establishingprojectcapabilityandaccountability.Communication.

Managementandimplementation.

Projectplanning.Engagingseniormanagementandkeystakeholders.

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Oxfamisanexampleofanorganisationthatisclearonwhoisresponsibleforwhatinchangeprogrammes,astheHRdirectorexplains:

At a country level we work on an empowered model – most international NGOs [non-governmental organisations] do. We have a broad framework for co-creation including developing joint analysis and strategy for the country programmes. People have to be and feel positively engaged in the work that’s going on.

We work in small teams where everyone has a sense of contribution.

Having said that, it’s very difficult to feel in control of change as most of it is emergent, across a confederation. But developing the skills that enable people to adapt to and steer the emergence is something we can (and do) help them with.

LookattheCIPDToolkitTeam Development Exercisesavailablefromourbookstore.

ReadthearticlebyDanielGoleman,‘Leading resonant teams’.ItisfreelyavailablefromLeader to Leader Journal (Vol25,Summer2002).Askyourselfhowyoucanhelpyourchangemanagementteambecome‘resonant’.

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Tool 7: Deliver (communicate): awareness and support matrix

Why use this toolSimilartoastakeholdermappingexercisethistoolmapswherepeopleareinrelationtotheirawarenessandsupportoftheplannedchange.Youareaskingtwoquestionsaboutthepeopleimpactedbythechange.Aretheyawareofit?Dotheysupportit?Yourgoalistogeteveryonenecessaryintothehighawareness/highsupportcategory.

How to use this tool Thinkoftheindividuals,teamsandgroupsthatwillbeimpactedbythechange.Mapwhereyouthinktheyareinrelationtoawarenessandsupportofyourprojectonthematrixbelow.Foreachcategorydevelopanengagementandcommunicationplan.(Note:withineachcategoryyoumayneedslightlydifferentapproaches.)

Enthusiastic but naive

Doessupport

Does notsupport

Provide education and support

Get feedback andaddress concerns

Seek gradual involvementand encourage questions

SUPP

ORT

THE IDEALHigh awareness

High support

OUR GOAL

Solid awarenessLack of support

Independent, scepticalNot trusting

AWARENESSLow

Low

High

High

(Source: Naomi Stanford 2010)

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Techcoisanorganisationthatunderstandsthevalueofcommunicationinradicalchangescenarios.Inthecurrentradicalchangesituationthedirectorofhumanresourcesnotes:

We’re communicating loads. We’ve always been entirely open and honest. For example in 2006 we had to make radical changes or go under. People galvanised around that burning platform because we were transparent about the situation we were in: the position of the business, the issues and opportunities. They understood the reasons why we were doing the things we did and believed in our vision of what we’d be like in the future if we took the actions.

The CIPD has a research insight called Harnessing the Power of Employee Communication.Thisincludescasestudiesandisaccompaniedbyapracticaltool,HR: Taking employee communication seriously.

Thinkaboutyourownlisteningandcommunicationskills.ReviewtheCIPD HR Profession Map–you’llseethatlisteningandcommunicationarethreadedthroughit.Whatareyoudoingtodevelopyourskillsintheseareas?

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Tool 8: Transition (cope)2

Why use this toolUnderstandinghowyouorthosearoundyouindividuallyengagewithchangecanmakeabigdifferenceinhowyoufacethechangeprocess,howproductiveyouareduringitandthequalityoftheendresult.The‘fourroomsofchange’modelofindividual,groupororganisationchange,createdbyClaesJanssen,isasimplemodeldescribingthestagesofchangeandwhattodowhenyouorothersareineachofthesestages.

Wemoveinacounterclockwiseprogression,roomtoroom,startingin‘contentment’aswenavigatethechallengesofchange.Beforechange,weliveintheroomofcontentment–noneedforchange.Asaneedordemandforchangecomesalong,wemovetotheroomofself-censorship/denial,whereweareresistanttothechange.Afternavigatingthroughthatroom,wemovetotheroomofconfusion/conflict,whereneithertheoldnorthenewoffersfirmguidance.

Asthingsbegintocomeintofocus,wereachtheroomofinspiration/renewal,whereourscatteredideasforthefuturemaybearrangedandstructuredinthebestpossibleway.Atlast,onceagainweare in contentment.Thenthecyclerepeats,usuallywithmanyconcurrentchangesrunningthroughthefourrooms.

How to use this tool Usethistoolinone-to-onesituations,coachingconversations,inlargegroupsorstrategicchangeprocesses.Askquestionsrelatedtoeachroomtoidentifywhereanindividualisorwheremembersofagroupmaybeatanygiventime.Aimtofindoutwhatwouldhelpthemmovetothenextroom.

2UsedwithpermissionfromClaesJanssen,theSwedishscientist,psychologistandauthor–originatorofthe’fourroomsofchange’theory,modelandtools.www.claesjanssen.com

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What to do to help people in each room Contentment:Noneedtodoanythingbutcarryonmaintainingandtuningthesystem.Thisisthestatusquo,whichinourchangingsocietyandworkplaceimpliesacertaincontinuouslearningandcontinuousimprovementofthestatusquo.Maketimeforperiodiccheck-instoseehowtheorganisationinsideandoutisdoing.

Self-censorship/denial: Shareinformationcalmly.Don’tforceadvice(you’llonlydeepentheresistanceordenial).Peoplegenerallydon’trecognisethey’reinself-censorship/denial;theyonlyseeitafterthey’veemergedfromthisstage.

Confusion/conflict: Getpeopletogether.Shareinformation.Focusonshort-termgoals.Thesestrategiesaresimpleandpractical.In‘confusion’,everyoneistalking,imagining,wondering.Somearedreading.Gettingpeopletogetherhelpsthemstaygrounded,testinformationandcontributeideas.Focusingonshort-termgoalshelpssustainthecommitmenttocurrentclientsandactivitiesthatremainatthecoreoftheorganisation.

Inspiration/renewal:There’sasenseofpeopleputtingthenewtogetherandadesiretomakethingshappen.Notethattoostructuredanactionplanisrisky,sincepeoplecanfeelexcluded(especiallythoseoutsidetheroom),ortheinvitationtobeboldinrespondingcanbesquelched.Fromherethenextstepistomoveintocontentment,wherethereismorestructure.

Yourtargetisapromisingsolutionthatwillchallengeandstimulatepeopletobeenergisedandcreateenoughstructuretochannelthatenergyintoresults.

Contentment

Self-censorshipDenial

ConfusionConflict

InspirationRenewal

Janssen’s four rooms of change

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RCTHomesiswellawarethatpeoplearedifferentinthewaytheyadapttochange,andflextheirownapproachesaccordingly.TheODdirectorexplains:

We’ve got it right at the corporate level – we have the language, the personality and the messages established. We know this because of what our staff tell us in our staff survey. Now we have to turn our attention to ensuring that there is a consistency of ‘application’ across all parts of the organisation, especially for our remote workers.

We need different ways of engaging our remote workers – they’re in a prime position to help us identify improvements and efficiencies and also to report on tenant satisfaction. We’ve looked into new and creative ways of communicating, including short, five-minute podcasts which give news, business performance measures, ideas for improvement – accessible though remote users’ PDAs.

One thing I’m aware of is that we have to be able to flex our approach. One size does not fit all. Now we have the ‘corporate glue’, we have to use that to hold things together but accept that things will look and feel different in the different parts of the organisation.

LookattheCIPDworkonemployee engagement.ThereisafactsheetandanHR director’s guide to employee engagement.TheCIPDquarterlysurveyEmployee Outlookalsoprovidesdataonareassuchasjobsatisfactionandattitudestowardslineandseniormanagers.

WilliamBridges’bookManaging Transitions: Making the most of changeisveryhelpfulinexplainingthewaypeopletransitionpsychologicallyfromonestatetoanewstate.Thinkaboutthechangesyouhavepersonallyexperienced.Whattacticsandapproaches

didyoufindhelpful?

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Tool 9: Consolidate (connect)

Why use this toolInanychangeinitiative,therewillbelotsofinterconnectedchangeshappening.Processesneedtobeinplacetorecognisetheselinkagesandalsokeeptrackofthemasthechangeprojectprogresses.

Adiagnosticisausefulwaytodothis.Thisdiagnosticidentifiesdifferentareasthatmightbeimpactedonbyaparticularchangeandprovidesexamplesofwhateachstagemayinvolve.

How to use this tool Usethisdiagnosticasachecklisttoensureyou’veconsideredalltheareasthatmightbeimpactedonbyyourparticularchange.

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Dimensions of change

ObjectiveIseachdimensionofchangeconnectedandalignedtoeachotherdimension?

Organisation design

Fitwithfuturebusinessstructureand strategy RealistictimescaleforimplementationCompletedgapanalysisofexistingandnewstructures

YES NOAction(state)

Capability

ComparisonsofcurrentandrequiredcapabilitiesContingencyplansforclosingcapability gapsDevelopmentandupdatingofskillsofexistingemployeesInternalorexternalrecruitment

YES NOAction(state)

Waysofworking

ClarityofnewrolesandresponsibilitiesCompetenciesandbehavioursrequiredinfuturedefinedandcommunicatedNewperformancecriteriaunderstood

YES NOAction(state)

Process change

NewprocessesscopedanddefinedTransitionactivitiesplannedPlanofactiontoremoveobsoleteprocesses

YES NOAction(state)

Equipment,offices,facilities,physicalimpact

AccommodationrequirementsplannedEquipmentrequirementsestablishedIT,technologyandinfrastructurein place

YES NOAction(state)

Risks

CompliancewithlegalrequirementsRiskanalysisconductedandmonitoredContingency plans in place

YES NOAction(state)

Continued

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Dimensions of change

ObjectiveIseachdimensionofchangeconnectedandalignedtoeachotherdimension?

Customersandsuppliers

CustomersandsuppliersconsultedCommunicationchannelsopen

YES NOAction(state)

Assumptionsanddependencies

AssumptionsanddependenciesofchangedefinedReviewandmonitoringmechanismin place

YES NOAction(state)

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Tool 10: Improve (capture)

Why use this toolFartoofeworganisationstakethetimeandefforttocapturelearningfromvariousprojectsandpassitontopeoplewhoareworkingonsimilarthingsorwhocouldlearnvaluablelessonsfromtheexperiencesofothers.Thistoolfirstaskswhyitwouldbeimportantforyourorganisationtocaptureandsharelearningandthenaskshoweasyitistoactuallydothis.Onceyouhavecompletedtheexercise,agreewhatactionstotaketodeveloporganisationallearningcapability.

How to use this tool Thisisatwo-parttool.Thefirstpartisarankingexercise,whichyoucandoinvariousways:forexample,asanonlinesurveytoindividualsorasagroupdiscussiontoolwheretherankingisagreedbythewholegroup.

Thesecondpartasksyoutorateyouragreementwithvariousstatements.YoucanusethisparteithertogetherwithPart1,orasaseparateexerciseinitsownright.

Part 1: Why capture learning from change management projects?

Rankthesixstatementsinorder:1=thisbrings(orwouldbring)themostbenefittoourorganisation;6=thisbrings(orwouldbring)theleastbenefittoourorganisation:

1 2 3 4 5 6

1Capturingprojectlearninghelpsinfastandbetterdecision-makingonfutureprojects.

2Capturingprojectlearninghelpsinenhancedproductivityorservicequality.

3Capturingprojectlearningresultsinsharingbestpractices.

4Capturingprojectlearningresultsinenhancedcollaborationwithintheorganisation.

5Capturingprojectlearninghelpsinconstantandcontinuoustransformationofindividuallearningtoorganisationallearningandviceversa.

6Capturingprojectlearningsustainsandimprovesourcorporatememory.

Collateanddiscussyourresults.Agreewhichstatement(s)wouldbringthemostbenefitifyoustrengthenedordevelopedyourprojectlearningcapability.

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Part 2: Ease of capturing learning from change management projects

Foreachofthefollowingstatementsindicateyourlevel ofagreement.

Stronglyagree Agree Disagree

StronglyDisagree

1Informationisreadilyavailableonchangeprojectsdeliveredinthisorganisation.

2Therearewell-definedprocessesforcreationandcapture,andacquisitionofprojectlearning.

3Therearewell-definedforumsfordisseminating,sharingandactinguponprojectlearning.

4Thereisanorganisationalwilltolearnfromeachother,whichfacilitatessharingofexperiencesandinformation.

5Theorganisationprovidesincentivestomotivateuserstolearnfromexperiences.

6Theorganisationcontinuouslystrivesforlearning,unlearningandrelearningaboutchangemanagementexperiences.

Onceyouhavecompletedthispart,validateanyidentifiedweaknessinyourlearningcapture,willandapproach.

DecidewhatactionstotaketostrengthenyourorganisationallearningprocessestogainthebenefitsyouidentifiedinPart1.

AstheHRmanageratAkzoNobelsays:

Approached well, continuous change should be part and parcel of the business. People need to understand and appreciate where we are going and how we are going to get there. We monitor people’s responses to continuous change partly through our employee engagement survey – particularly the questions around clarity of expectations and the business agenda. We find that a very helpful learning tool. It shows us whether people understand what’s going on and whether they feel they have a voice that’s being listened to. Part of a good change process is learning from, listening and acting on what people are saying.

Askyourselfwhathighperformanceisforyourorganisation?Howdoyouknowthatyourchangeprojectisontracktoachievingthis?Whatareyoudoingtocontinuetoraisetheperformancebar?

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‘When you are through changing, you are through.’(BruceBarton)Managingchangeisnotathingthatis‘doneto’people–ratheritissomethingindividualsareinevitablydoing,forthemostpartverywell,astheylivetheirlives.Atpointstheymayneedsupport,comfort,advice,confidence-buildingandencouragement–thisisallnormal.Yourtaskisnottopresumeyoucan‘manage’changebuttosupportpeopleinmanagingitforthemselves.It’snotnecessarilyaneasythingtodo,buttherearetools,techniques,principles,guidelinesandsupportnetworksthatwillhelpyoudeveloptheskillsyouneedincontinuousandradicallychangingsituations.Thistoolispartofyourrepertoire.Wehopeyoufinditusefulandwelcomefeedbackonit.

TheHRmanageratAkzoNobeloffersthefollowingadviceonchange:

Managing continuous change, or any change, effectively boils down to being aware of the human side of change – how will the change, planned or continuous, affect the people? We find that managers need some help in learning how to be effective in communicating about change, talking to their people about the individual impacts, engaging people in working with the changes. Their tendency is to be more transactional about it, largely because it is not part of what they do day to day.

It comes down to the line manager. He or she has to be able to have a good dialogue with people. They need to make the time to talk with teams and individuals about the changes – continuous or radical. Good line managers work out with each employee a personal plan that takes them into the future. We have to build their confidence in doing all this.

TakealookattheCIPDresearchonNext Generation HR.OurreportTime for Change: Towards a next generation for HRhighlightstheneedforHRtobepartof‘buildingfuture-proofcultures’andtheneedtomovefrom‘healthyculturestoagilecultures’.

Reflectonyourroleinsupportingpeoplethroughchange.Whatkindofrolemodelareyou?Howdoyoufeelaboutradicalchangeinyourlife?Oftenyouareinthechangeasmuchasanyoneelse–howdoesthatfeel?

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Sources of information

Related CIPD resources

Harnessing the Power of Employee CommunicationThisresearchinsightdrawsonareviewofCIPDresearchrelatingtothistopicaswellascasestudyinterviews.

HR: Taking employee communication seriouslyThispracticaltoolaccompaniestheresearchinsightandcontainspracticalactivitiesanddiagnosticstohelpyoukick-startyourapproachtoemployeecommunication.

ThefollowingCIPDresearchprojectsbothcontainmessageslinkedtobuildingagileorganisationsandchangemanagement.

Next Generation HRWe’vebeenlookingatthechangingnatureofHRandsomeofthebestandnextemergentpracticeworkthatHRfunctionsareengagedin.We’veputourthinkingintoareporttostimulatedebateabouthowHRwilldevelopoverthenextfivetotenyears.

Shaping the FutureShapingtheFutureisalongitudinalactionresearchstudyandengagementprogrammeexploringthedriversofsustainableorganisationperformance.Weareinvestigatingsixorganisationsindepth,includingStandardCharteredBank,XeroxandtheBigLotteryFund,andareengagingover8,000HRprofessionalsinthewiderproject.

Theprojectaimstoadvanceboththinkingandpracticethroughgeneratingnewinsight,provokingdebateandprovidingpracticalknowledgeandguidanceforpractitionersthattheycanusetodrivesustainableorganisationperformanceintheirownorganisations.

Organising for SuccessThispracticaltooldrawsoninsightsfromtheCIPD’sOrganisingforSuccessresearchprogrammewithSaidBusinessSchool,whichincludedtwosurveysandinterviewswith11casestudyorganisations. YoucanreadthesurveyresultsinRe-organising for Success: HR’s role in change(2004). ReadmoreinthereportHR: Making change happen(2005).

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Books

CAMERON,E.andGREEN,M.(2009)Making sense of change management: a complete guide to the models, tools, and techniques of organisational change.London:KoganPage.

COOK,S.,MACAULAY,S.andCOLDICOTT,H.(2004)Change management excellence: using the four intelligences for successful organisational change. London:KoganPage.

DOPPELT,B.(2003)Leading change towards sustainability: a change-management guide for business, government, and civil society. Sheffield,UK:Greenleaf.

GUY,G.R.(2005)Effecting change in business enterprises: current trends in change management. NewYork:ConferenceBoard.

HARVARDBUSINESSSCHOOLPRESS.(2003)Managing change and transition.HarvardBusinessEssentials.Boston,MA:HarvardBusinessSchoolPress.

STANFORD,N.(2005)Organisation Design: the collaborative approach.Oxford.ElsevierButterworth-Heinemann.

TURNER,J.R.(2009)The handbook of project-based management: leading strategic change in organisations.NewYork:McGraw-Hill.

Useful websites

Change Management Toolbook

Business Balls

Four Rooms of Change theory, model and its associated tools

Idea Gov UK

International Journal of Applied Management of Change

International Journal of Strategic Change Management

Journal of Change Management

Journal of Organisational Change Management

Quaternity: the house of Claes F. Janssen

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Appendix 1: the case study organisations

AkzoNobel AkzoNobel is the largest global paints and coatings company and a major producer of specialty chemicals. It supplies industries and consumers worldwide with products including well-known brands such as Dulux, Sikkens, International and Eka. On 2 January 2008, AkzoNobel completed the acquisition of Imperial Chemical Industries plc (ICI), a former ‘grand name’ of British industry.

Change management: the context The business is under continual economic and market pressure and is working hard on its ongoing focus of customers, cost and cash. Rather than wholesale change we look to find ways to continually change and develop the way that we work to suit the market challenges. The company is emerging from the global economic crisis in better shape as a result of a high level of focus on costs. Now the company is developing the capabilities to manage ongoing technology changes, changes in working practices, changes to production processes and the knock-on effect of these on staff and skills.

Statistics55,000 employees worldwide2,500 in the UK

EducoEduco, established over 30 years ago, is situated on a single site in south-east England. Today Educo has over 7,000 students, of which over 3,000 are full-time, and offers these students a wide range of courses and subjects. It also offers a range of adult courses, many leading to professional qualifications, and a number of higher education courses, some in partnership with local universities and awarding bodies

Change management: the context Educo has an almost 3% budget gap. Their staffing costs are much higher than they should be and much above the industry norm. The gap is not entirely unexpected as plans were being drawn up for new building work involving Educo growth in student numbers. This plan has now been shelved.

Statistics700 staff members (teaching and administrative)

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Cancer Research UKCancerResearchUKistheworld’sleadingcharitydedicatedtobeatingcancerthroughresearch.Theorganisationsupportsresearchintoallaspectsofcancerthroughfundingtheworkofmorethan4,800scientists,doctorsandnursesacrosstheUK.ItfundsfivemajorresearchinstitutesinBritain–theLondonResearchInstitute,theCambridgeResearchInstitute,theBeatsonInstituteforCancerResearchinGlasgow,thePatersonInstituteforCancerResearchinManchesterandtheCancerResearchUK-MRCGrayInstituteforRadiationOncologyandBiologyinOxford.ItalsosupportsteamsofresearchersinhospitalsanduniversitiesinmanylocationsthroughouttheUK.

Additionallyitprovidesinformationaboutcancerforaudiencesincludingcancerpatientsandtheirfamilies,thegeneralpublicandhealthprofessionals,andworkswiththeUKGovernmenttomakesurethatcancerstaysatthetopofthehealthagenda.

Change management: the contextCancerResearchUKisinvolvedinfourdifferenttypesofchange:

•ContinuouslyincorporatingimprovementsintowhattheydoandbuildingchangecapabilitywithinCR-UK–forinstanceleadershipdevelopmentcoverstheabilitytoleadchangeanditismeasuredasoneofitsleadershipbehaviours.

•Findingwaystodothingsmoreefficientlyandcollaboratively–ongoingrestructureshelpingthemtobeclosertointernalcustomersandsupportersandensuringtheycanachievethecharity’sgoalsfor2020.

•Radicalchange–movingtheorganisationfromeightbuildingsaroundLondontoonebuildinginvolvingahugecultureandworkingpracticesshift.AlongsidethistheyareintroducingaSupporterRelationshipManagementapproachandsupportingtechnology(essentiallyaCRMsystem)thatwillhelpthemtodevelopdeeperrelationshipswiththeirsupportersandbemoretargetedintheircommunicationswiththem.

•Managingspecificplannedchangeprojectsthataremuchlessfarreachingintheirimpactonthewaytheyworkandtheirculture,butthathelpindrivingtheirefficiencyagendafortheorganisation.

StatisticsEmployees:3,50047,500volunteers–helpingtorunfundraisingeventsorworkinginoneofthe600shopsacrosstheUK.

Financials:LastyearCancerResearchUKspent£355milliononcancerresearchactivity(2008/09financialyear).Overthenextfiveyearstheyplantospendaround£1.5billiononresearchtobeatcancer.

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Oxfam OxfamInternationalisaconfederationof14organisationsdedicatedtofightingpovertyandinjustice.TheOxfamInternationalSecretariatleads,facilitatesandsupportscollaborationbetweentheOxfamaffiliatestoincreaseOxfamInternational’simpactonpovertyandinjusticethroughadvocacycampaigns,developmentprogrammesandemergencyresponse.Tohavethebiggestpossibleimpactonthelivesofpoorpeopleworldwide,Oxfamconcentratesonthreeinterlinkedareasofwork:

•Emergencies:Peopleneedhelpinanemergency–fast.Oxfamsaveslives,swiftlydeliveringaid,supportandprotection;andithelpscommunitiesdevelopthecapacitytocopewithfuturecrises.

•Development:Poorpeoplecantakecontrol,solvetheirownproblemsandrelyonthemselves–withtherightsupport.Oxfamfundslong-termworktofightpovertyinthousandsofcommunitiesworldwide.

•Lobbying:Povertyisn’tjustaboutlackofresources.Inawealthyworldit’saboutbaddecisionsmadebypowerfulpeople.Oxfamcampaignshard,puttingpressureonleadersforreallastingchange.

Change management: the contextOxfamGBisoneof14Oxfamsglobally.Uptonowtheyhavenotdonemuchin-countrydevelopmentworktogether.ThishasresultedinasmanyasfiveOxfamsworkingrelativelyindependentlyofeachotherinsomecountries.

Attheendof2008thechiefexecutivesofthe14Oxfamsdecidedonasinglemanagementstructure(SMS)fordevelopmentdesignedtousethedifferentstrengthsthatthedifferentOxfamsbringbutdosoinatransparentwaythatdoesnotconfusetheclientgroups.Therearethreemainreasonsforthisveryradicalchange:

• tohaveagreaterimpactonpovertyandsuffering• tomakecost-effectivenessgainsinthewaythedifferentOxfamsoperatecollectively• toachieveamuchmorecoherentbrandidentityandawareness.

EachcountrywhereOxfamsoperatewillnowhaveonecountrydirectorfromanyoneofthe14affiliates.Theprocessbeginsbydeciding,foreveryplace,whichwillbethemanagingaffiliate–thismanagingaffiliatethenappointsthecountrydirector.

StatisticsOxfamGBemploys(2008)5,955employeesworldwideWithatotalincomeof£299.7million84countrymanagers(whentheSMSisinplace)

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RCT HomesInDecember2007,RCTHomesbecameWales’slargestsociallandlordwhenittookovertheownershipandmanagementoftheentirehousingstockofnearly11,000homesfromRhonddaCynonTaffCountyBoroughCouncil.RCTHomesisresponsibleforhomesonmorethan60housingestatesandin27shelteredhousingschemes.

Followingatwo-yearconsultationprocess,anindependentballotoftenantswasheldinautumn2006thatconfirmedthetransferofthecouncilpropertiestoanew,not-for-profit,independenthousingorganisation–RCTHomes.ThetransferwascompletedshortlybeforeChristmas2007.

RCTHomesisacommunitymutualorganisation,whichisanewwayofrunninghousing.FivetenantssitontheRCTHomesboardandtenantsplayakeyroleinscrutinisingnewpoliciesandproceduresandinoverseeingRCTHomes’majordecisions

Change management: the context AtinceptionRCTHomesfacedacombinationofnew-startactivity,integrationactivityandculturechange.

Thefirstactionwastolookattheorganisationcarefully–whatworkedwell,whatdidn’tworkaswell,includingidentifyinganybarrierstofuturesuccessandcustomerexcellence.Theystartedbyworkingwithstaff,tenants,boardmembersandotherstakeholders,includingtheunions,todevelopavisionandasetofvaluesfortheneworganisation.Oncetheyhadthevision–‘toprovidethebestservices,designedanddeliveredwithourcommunities’–andthevalues–empowering,trustworthy,proud,enjoyable,boldandexcellent–theywereabletodetermineunderpinningbehavioursthatwouldenablethevisionandvaluestobelived.

RCTHomesnowhasanumberofwaysthattheyreinforcethelivingofthevaluesandcustomerserviceexcellence.Thesearebasedaroundtheconceptthat‘we’rebettertogether’.

Statistics290staff(fromthecouncil)50newstaffatthestart

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TechcoTechcoplcistheworld’slargestsupplierofspecialisedcomponentstoonesectionofthemediaindustry.Findingsreleasedinearly2010fromindustryanalystsrevealthatTechcoshippedmorecomponentsin2009thananyotherlikedeveloper.

Figures,whichprecedeitsstudy,showthatamajorincreaseinitsspecialistcomponentsalespropelledTechcofromthirdplacein2008tofirstin2009.Thecompanyhasdeliveredincrediblegrowthoverthepastthreeyears,developingaleadershippositionbycreatinganddeliveringinnovativetechnologyformorethan100oftheworld’smediaoperators.Nootherdeveloperhassuchabroadproductandbroadcastplatformexpertise.

Change management: the contextTechcoisrespondingtofourmajordriversofchange:

•Thedramaticallychangingmarketisforcingchangestothewaysthecompanycanmakemoney.Ithastolearntoplaysuccessfullyindifferentpartsofthevaluechainfromthosewhereithasplayedinthepast.

•Thecompany’scostbaseistoohigh.Ithastobeloweredtodothenewworksuccessfully.Thismeansmakingbigchangesattheexecutivelevel,bringingnewpeoplein,designingnewroles,reducingheadcountanddecentralisingsomefunctionsthathavebeencentraliseduptonow.

•Makesomeacquisitionsthatwillradicallychangetheorganisation.OnehasbeenmadealreadyandisonaslowrolltointegrationwithTechco.

•Techco’swatchonthetrendstellsthemthattheyhavegottomakechangesquicklyorrisktheircompetitiveposition.

Statistics1,100employees,ofwhich450areintheUK,350inIndia,200inFrance,150intheUS,100inBrazil,andsomeaccountmanagersinvariousothercountries

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