Peop l e . C h an ge . R e s u l t s .
DevelopingRole-BasedChangeCompetencyinanECMFrameworkProsci Webinar
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Quick reminder on why:
Enterprise Change Management Capability:
isanessenCalenablerofagility reducessaturation anditscostssupportsstrategyexecuConcreatescompetitive advantagemultiplies thebenefitsofCM
©Prosci.AllRightsReserved. 4
37%
45%
52%
61%
65%
Level1
Level2
Level3
Level4
Level5
OrganizaConswithhigherchangemanagementmaturityhavehigherprojectsuccessrates.
Projectsuccessratebymaturitylevel:
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 6
Developing Role-Based Change Competency in an ECM Framework
Building Change Management Capability is a Journey
Whereyouaretoday
Whereyouwanttoget
Howarewegoingtogetthere
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Developing Role-Based Change Competency in an ECM Framework
ECMBuild
IndividualCompetencies
Integrate intoChanges,ProjectsandPrograms
Execs & Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Initiate Plan Design Develop Deploy
“GoLive”Kickoff
Phase3:ReinforcingChange
Phase2:ManagingChange
Phase1:PreparingforChange
A D K A R
Strategy Plans Measures
GeneralProjectLifecycle
IndividualChangeJourneyMilestones
OrganizationalChangeMgmtActivities
Majorevents
Prosci®ADKAR ®
Model
Prosci®3-PhaseProcess
Initiate Plan Design Develop Deploy Sustain
©Prosci.AllRightsReserved. 8
Developing Role-Based Change Competency in an ECM Framework
ProjectApplica@ons
ChangeSponsors
ChangePracCConer
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
ProjectApplica@ons
ChangeSponsors
ChangePracCConer
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
ProjectApplica@ons
ChangeSponsors
ChangePracCConer
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
EnterpriseDeployment
ExecuCveSponsor
SteeringCommi\ee
CoreTeam
DeploymentLeader
ChangeChampions
CMTrainers
ProjectApplica@ons
SeniorLeaders
ChangePracCConer
ProjectManagers/Teams
PeopleManagers
FrontLineEmployees
©Prosci.AllRightsReserved. 9
Developing Role-Based Change Competency in an ECM Framework
Leadership
Structure
Process Project
Skill
Prosci®ECMStrategyMap
Processe.g.Projectlaunch,Performancemanagement,Improvement
Leadershipe.g.Sponsor,Steeringcommi\ee,Changemgmtreviews
Skille.g.Whoneedstoknowwhat?Training,Coaching,Tools
Structuree.g.OrganizaConalfootprint,CMO,networks,jobroles
Projecte.g.Pilots,Tiers,Departments,Regions,Triggers
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Developing Role-Based Change Competency in an ECM Framework
5.0 4.9 4.94.7 4.8
3.2
2.4 2.42.1 2.22.1
1.9
1.11.3
1.7
0
1
2
3
4
5
Leadership ApplicaCon Competencies StandardizaCon SocializaCon
Level5
Level4
Level3
Level2
Level1
Year3goal(May2020)
Year1goal(May2018)
Current(May2017)
ProsciChangeManagementMaturityModel
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Takeaways:
1. Buildingrole-basedindividualchangecompetenciesisanessenCalaspectofgrowinganenterprisechangecapability
2. Butit’snottheonlything(needforaholisCcapproach)
3. Buildingenterprisechangecapabilityisajourneyandmustbemanagedasaprojectandachange
©Prosci.AllRightsReserved. 13
Developing Role-Based Change Competency in an ECM Framework
KeyChangeEnablingRoles
SeniorLeaders
ChangePracCConers
ProjectTeams
PeopleManagers
FrontLineEmployees
Responsibili@esDuringChange
EffecCvelysponsorchange(ABCs)
Applystructureandempowerothers
DesignanddevelopforadopConandusage
EffecCvelysupportdirectreportsinchange(CLARC)
Engage,adoptandusechange(leanforward)
©Prosci.AllRightsReserved. 14
Senior Leaders
Inall9ofProsci’sstudies,activeandvisible execuCvesponsorship
wasthe#1contributortosuccess
29% 42% 54% 72%
SponsorshipcorrelateswithprojectssuccessPercentofprojectsthatmetorexceededobjecCvesbasedonsponsoreffecCveness
VeryineffecCvesponsors
IneffecCvesponsors
ModeratelyeffecCvesponsors
ExtremelyeffecCvesponsors
20152013201120092007
2005200320001998
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
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Senior Leaders
It’snotjustsigningchecksandcharters
Ac@velyandvisiblyparCcipate
throughouttheproject
BuildacoaliConofsponsorshipwithpeersandmanagers
Communicatedirectlywithemployees
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
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Senior Leaders
AcCveandvisibleparCcipaCon
BuildacoaliConofsupport
Communicatedirectlywithemployees
Extremely Ineffective
5% 15% 33% 32% 16%0% 20% 40% 60% 80% 100%
Ineffective Somewhat Effective Effective Extremely
Effective
9% 22% 33% 24% 12%0% 20% 40% 60% 80% 100%
6% 20% 31% 29% 14%0% 20% 40% 60% 80% 100%
None Slight understanding
Some understanding
Adequate understanding
Complete understanding
6% 19% 33% 30% 12%
0% 20% 40% 60% 80% 100%
58%lessthanadequateunderstandingoftheirsponsorrole
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
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Senior Leaders
PosiConyourselfforsponsorshipsuccessPosiConyourprojectsforstrategicsuccessPosiConyourorganizaConsforchangesuccess
1
2
3
LEARNINGOBJECTIVES
• UnderstandhoweffecCveCMimprovesorganizaConalresults
• ClarifytheroleofseniorleadersassponsorsinCmesofchange
• EvaluatetheircurrentchangeporkoliotoidenCfyprojectandpeople-siderisk
• LearnhowtoposiConthemselvesandtheirprojectsforstrategicsuccess
• GainanappreciaConfortheirroleasasponsorfromaseniorProscifacilitatorwithexecuCveexperiencetoreinforcelearninginapeer-to-peercontext
©Prosci.AllRightsReserved. 18
Change PracJJoners
74%
StudyparCcipantswerecerCfiedin
changemanagement
86%
RecommendthatothersbecerCfied(only2%said“no”)
ValueofcerCficaCon:1. Gainastructuredapproach
2. BuildskillsandcredenCals
3. Acquirecommonanduniversaltools
4. Increaselikelihoodofachievingdesiredoutcomes
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 19
Change PracJJoners
Day
WhyCMROIofCMADKAR7changeconceptsPreparing:Assessingchangereadiness
Day2
Preparing:BuildingteamstructurePreparing:SponsorassessmentManaging:CommunicaConsManaging:Sponsorship
*PresentaCons
Day3AM
Managing:Coaching,TrainingandResistanceManagementReinforcing:OverviewExamGraduaCon
LEARNINGOBJECTIVES
• UnderstandhoweffecCveCMimprovesorganizaConalresults
• ArCculatethevalueofchangemanagementtoyourpeersandleaders
• LearnhowtoapplytheProsciADKARModeltofacilitateindividualchange
• ApplytheProsci3-PhaseProcesstoarealproject,enablingyoutoassessreadiness,idenCfyimpactedgroups,andbuildaholisCcstrategyforinfluencingindividualtransiCons
• ConstructaCMplanandexecuCvebriefonthebusinesscaseforCM
• GaincerCficaConintheProsciCMmethodologyandaccesstotheProsciCMmethodologyandtools
©Prosci.AllRightsReserved. 20
Project Teams
ProjectManagementDesign,DevelopandDeliverSoluConEffecCvely
ChangeManagementSoluConisEmbraced,AdoptedandUsedProficiently
People Processes Tools
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Project Teams LEARNINGOBJECTIVES
• ConnectemployeeadopContotheirownproject’sresultsandoutcomesandidenCfyimpactedemployeegroups
• Understandhowchangemanagementdrivesbe\eradopConandusage
• CreateacommonframeworkforengagingwithchangemanagementpracCConers
• Mapchangemanagementworktotheirproject’slifecycleusingtheProsciChangeManagementBlueprint
• LearntoidenCfywhentheirprojectneedschangemanagement
• Definingchangemanagementwithinthecontextofaproject
Intent
Objec@ves
Scope
WorkStreams
Milestones
Deliverables
Timelines
©Prosci.AllRightsReserved. 22
People Managers EachoftheCLARCRolesDrives
IndividualChangeThroughADKARA D K A R
Answerwhy,whynow,whatif,myimpact
Resultsandfeedback
Demonstratecommitment
IdenCfyandaddressroot
causes
Celebrateandsustain
Support“knowhow”
SupportexecuCon
Communicator
Liaison
Advocate
ResistanceManager
Coach
©Prosci.AllRightsReserved. 23
People Managers
Largestgap(skill,competencyortool)
1. CommunicaConskills
2. LackofCMtraining
3. TimemanagementandsaturaCon
4. Understandingtheroleofamanagerduringchange
5. Buy-inforchange
18%
Arepeoplemanagersadequatelyprepared
fortheirroleinchange?
18%
Stronglydisagree
DisagreeSource:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 24
People Managers
PreparingYourselfForChange
LeadingEmployeesThroughChange
UnderstandingchangesunderwayandyourroleAdapCngtochangethatishappeningtoyouDevelopingcompetenciesformanagingchange
IntroducingchangetoyouremployeesManagingemployeesthroughtransiConReinforcingandcelebraCngsuccesses
LEARNINGOBJECTIVES
• GainanappreciaConfortheimpactofCMonorganizaConalresults
• UnderstandfoundaConalaspectsofCMandthecriCcalrolemanagersplayinthechangeprocess
• LearnapracCcalframeworkforprocessingthemanychangesthatimpactthem
• UnderstandhowtoapplytheProsciADKAR®ModeltofacilitateindividualchangeandidenCfyreasonsforemployeeresistance
• AssessacurrentchangeimpacCngtheirteamandpracCceusingtools
• CreateacConplanstomoveemployeespastbarrierpointsandtothedesiredfuturestate
©Prosci.AllRightsReserved. 25
Front Line Employees LEARNINGOBJECTIVES
• Evaluateacurrentchangeintheirjobstounderstandandinternalizelearning
• LearnhowtousetheProsciADKARModeltoidenCfytheirpointsofresistance
• CreateproacCvestrategiesforovercomingtheirownresistance
• BecomeconfidentandempoweredinthechangeprocessratherthanvicCmizedbyit
• DiscoverhowtocommunicateaboutachangeinawaythatisproducCveandproacCve
Step1UnderstandtheChangeProcess
Step2TakeControlofChange
Step3EngageNow
©Prosci.AllRightsReserved. 26
Developing Role-Based Change Competency in an ECM Framework
Prosci’sHolis@cSuite KeyChangeEnablingRoles
SeniorLeadership
ChangePracCConers
ProjectTeams
PeopleManagers
FrontLineEmployees
SponsorBriefing(1/2day)
PracCConerProgram(3day)
ProjectResultsProgram(1/2day)
ProgramforManagers(1day)
EmployeeOrientaCon(1day)
Role-Based
Training
CoachingSup
port
©Prosci.AllRightsReserved. 27
Developing Role-Based Change Competency in an ECM Framework
ChangePracCConersPracCConerProgram(3day)
What’sarerthe3-day?TwoaddiConalcareerdevelopmentopportuniCesforChangePracCConers
TheAcceleratorCustomizedcoaching
todrivesuccess
AdvancedTracksProfessionaldevelopmentforcareerchangeagents
©Prosci.AllRightsReserved. 28
Change PracJJoners – Next Steps Advanced CerJficaJon Tracks
“Iwanttobeaguruofchangemanagementanddeliveroncomplexchange”
AdvancedChangePracCConer
“IwanttodeploychangemanagementacrossmyorganizaContobuildacorecapability”
AdvancedDeploymentLeader
“Iwanttoincreasecompetenciesbyteachingindustry-leadingrole-basedtrainingprograms”
AdvancedInstructor
Step1
PROSCI3-DAYCERTIFICATION
©Prosci.AllRightsReserved. 29
Takeaways:
1. TheresearchinformsusabouthoweachroleuniquelycontributestoadopCon,usageandchangeresultsandoutcomes
2. Enterprisechangecapabilityrequirescompetenciesinboththechangeroles(changepracCConers,projectteams)andthebusinessroles(seniorleaders,peoplemanagers,frontlineemployees)
©Prosci.AllRightsReserved. 32
Percentwhoreceivedchangemanagementtraining
SeniorLeaders 31%
ChangePracCConers 72%
ProjectTeams 44%
PeopleManagers 37%
FrontLineEmployees 15%
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 33
Typesoftraining
Formalclassroomtraining
InformalinformaCon
sharingorcoaching
Self-pacedtrainingmaterials
Web-based/CBT/
eLearning
©Prosci.AllRightsReserved. 34
TypesoftrainingFormalClassroom
TrainingInformalinfo
sharingorcoachingSelf-paced
trainingmaterialsWeb-based/CBT/
eLearning Other
SeniorLeaders
ChangePracCConers
ProjectTeams
PeopleManagers
FrontLineEmployees
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
46% 66% 10% 3% 8%0%
1 2 3 4 5
69% 60% 21% 15% 4%0%
1 2 3 4 5
49% 71% 12% 8% 6%0%
1 2 3 4 5
61% 61% 14% 11% 6%0%
1 2 3 4 5
65% 52% 25% 24% 9%0%
1 2 3 4 5
©Prosci.AllRightsReserved. 35
Lengthoftraining Actualdaysoftrainingdelivered
Recommendeddays
SeniorLeaders 1.22 2.13
ChangePracCConers 3.73 5.06
ProjectTeams 2.41 3.44
PeopleManagers 2.04 2.95
FrontLineEmployees 1.70 2.52
Howmuchmoreisneeded?
+75%
+36%
+43%
+45%
+48%Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 36
Research: Do differently next Jme
IncreasetrainingforaddiConalgroups(orgroles)
Delivertrainingdifferently(interacCve,adultlearning,technology,eLearning)
Tailorcontenttoindividuals(aroundachange)
Planforearliertraining
2
4
1
3
Source:ProsciBestPrac*cesinChangeManagement,2016ediCon
©Prosci.AllRightsReserved. 37
Developing Role-Based Change Competency in an ECM Framework
PrinciplesofAdultLearning
• Adultlearnersare:– autonomousandself-directed
– goaloriented– relevancyoriented– pracCcalandexpectrespect
• AdultshaveaccumulatedafoundaConoflifeexperiences
AdultLearningTheory
• Adultlearnersneed:– realisCcgoalsandobjecCvesthatandimportanttothem
– direct/concreteexperiences– toreceivefeedback– toparCcipateinsmallgroupacCviCes
• Adultlearninghasegoinvolved
AdultLearning
©Prosci.AllRightsReserved. 38
Developing Role-Based Change Competency in an ECM Framework
Buildingcompetencyasachange(ADKAR)
Reinforcement® to sustain the change
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to parJcipate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to parJcipate and support change management
Awareness of the need for change management
Reinforcement® to sustain change management
ADKARforthechangeof“changemanagement”
*rolespecific
©Prosci.AllRightsReserved. 39
Building competency as a change (ADKAR) WhydoIneedtobuildmychangecompetency?WhydoIneedtobuildmycompetencynow?WhathappensifIdon’tbuildmychangecompetency?
A
D
K
A
R
WhataremypersonalmoCvatorsforbuildingchangecompetency?WhataretheorganizaConalmoCvatorsforbuildingchangecompetency?What’sinitforme(WIIFM)tobuildmychangecompetency?
WhatdoIneedtoknowwhilebuildingchangecompetency?WhatdoIneedtoknowtoleveragemychangecompetency?HowwillIbuildmychangecompetencyknowledge?
Whatmechanismsareinplaceformetokeepupmynewcompetency?HowwillImeasuremychangecompetency?WhatwillIdotosustainmychangecompetency?
HowlargeismyKnowledge-Abilitygapformychangecompetency?ArethereanybarriersinhibiCngmychangecompetency?WillIbeabletopracCceandwherecanIgetcoaching?
©Prosci.AllRightsReserved. 40
Developing Role-Based Change Competency in an ECM Framework
Wavedtraining
deployment
NestedinchangeiniCaCves
Threedeploymentapproaches:
A\achedtoexisCngprograms
©Prosci.AllRightsReserved. 41
Waved training deployment
KeyChangeEnablingRoles
SeniorLeadership
ChangePracCConers
ProjectTeams
MiddleManagers
FrontLineEmployees
TrainingDeploymentWaves
40
15
15
100
1000
60
25
80
460
5200
Wave1 Wave2 Wave3
20
10
40
200
2000
25
160
2200
©Prosci.AllRightsReserved. 42
Nested in change iniJaJves
NestedChange
ManagementTraining
Project3
Project4
Project1
Project2
©Prosci.AllRightsReserved. 43
“Leadingchange”innewleadershipblueprint
competencymodel
Newleadershipframeworkwith
“leadingchange”as1of12competencies
“Change”idenCfiedascriCcalcompetencyacross3leadershiplevelsinnewmodel
AZached to exisJng programs aim at building change leadership competencies
Changemanagementformanagersembedded
intoexisCngyearlyleadershipprogram
©Prosci.AllRightsReserved. 44
Wavedtrainingdeployment
NestedinchangeiniCaCves
A\achedtoexisCngprograms
Three deployment approaches:
Advantages:
Challenges:
Advantages:
Challenges:
Advantages:
Challenges:
©Prosci.AllRightsReserved. 45
Takeaways:
1. WhattheresearchsaysonCMtraining
2. Adultlearningprinciplesandtheoryma\er
3. Buildingcompetencyisachange(ADKAR)
4. TherearemulCpleapproachestobuildingindividualchangecompetenciesthroughouttheenterprise(waved,nested,a\ached)
©Prosci.AllRightsReserved. 46
Developing Role-BasedChangeCompetencies
InanECMFramework
1. WhattheresearchsaysonCMtraining
2. Adultlearningprinciplesandtheoryma\er
3. Buildingcompetencyisachange(ADKAR)
4. TherearemulCpleapproachestobuildingindividualchangecompetenciesthroughouttheenterprise(waved,nested,a\ached)
1. EachroleuniquelycontributestoadopCon,usageandchangeresultsandoutcomes
2. Theresearchinformseachoftheroles
3. Weneedcompetenciesinboththechangeroles(changepracCConers,projectteams)andthebusinessroles(seniorleaders,peoplemanagers,frontlineemployees)
1. BuildinganenterprisechangecapabilityiscriCcaltofuturesuccess
2. IndividualcompetencybuildingisanessenCalaspect
3. ButitisnottheonlyaspectinaholisCcapproach
4. Buildingchangecapabilityisajourney
Summary and Conclusion
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