Introducing Being Human

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1 Prosci Community of Practice Webinars Change Fatigue: Causes and Cures Presented by Catherine Smithson November 2015 Introducing Being Human Founded in 1993 Our mission: develop change-capable people and organisations so they achieve the benefits of change. Prosci Affiliate Australia and New Zealand. 2 1

2 Prosci by the numbers 1994 Founded in Colorado, USA 8 global Benchmarking Reports 16 years of longitudinal research 3,400+ research participants 63 countries 80% Fortune 500 companies 30,000+ Certified practitioners worldwide 4,000+ Certified practitioners Australia/New Zealand 3 Agenda Definitions The causes The cures Your experiences? 4 2

3 Quotable quotes We ve had wave after wave of change for years now... our people are asking when things will get back to normal. Our managers are saying there are too many number one priorities and they don t know what s important. Our project teams can t get the right SMEs to contribute, people don t want any more work on top of their day job. The volume of change around here is always mentioned in exit interviews with staff who have resigned. On the one hand we invest heavily in building employee engagement but on the other hand we undo the good work with creating change fatigue. 5 Definitions Individual level: in a change saturated environment, employees can become disengaged, frustrated, fatigued, resistant, confused and more cynical and skeptical of the current changes underway and future changes being introduced because they are already dealing with so much change. Source: Prosci Tutorial Change saturation and the importance of establishing and managing the portfolio of change 6 3

4 Definitions Project level: in a change saturated environment, change projects do not realize benefits, there is a lack of resources to devote to each project, changes are not sustained, and projects fail to gain momentum because priorities are ignored and resources are scarce. Source: Prosci Tutorial Change saturation and the importance of establishing and managing the portfolio of change 7 Why we need to address Change Fatigue 1. Impact on results and benefits Slow adoption delays, people going under the radar Problems with proficiency learning curve is slow, errors, workarounds, Change not sustained people slip back to old ways 2. Negative impact on engagement in current changes Usual suspects involved as SMEs Lack of buy in and input can compromise solution design Apathy to active resistance can emerge 8 4

5 Why we need to address Change Fatigue 3. Lasting impact on employee engagement Poorly managed change is a major factor is low engagement A contributor to reduced productivity, client service, staff turnover. 4. A barrier to creating a change ready, agile organisation 9 Research update Prosci 2014 Best Practices in Change Management Benchmarking Report 77% of participants said their organisation was near or at the point of change saturation Canada (86%) and Australia/New Zealand (83%) were above the global average for being near or at the point of change saturation Industries above the global average include: Retail trade Banking & Finance State Government Education Telecommunications About 33% of participants said they actively manage the portfolio of change, but about 50% do not Only 20% of participants said there was a high level of interest in managing the change portfolio 10 5

6 Cause 1: Too much change The 101 Priorities Syndrome Lack of meaningful prioritisation Changes not sequenced effectively to balance the load Projects/activities not stopped Easy to say, hard to do: At the centre of how Executives develop strategy and business planning Only Executives can address it But they typically don t experience the effects 11 Cause 2: Poorly managed change Inadequate Change Management, ie comms and training and one size fits all approach High risk, high impact changes not identified or managed pro-actively Impacted groups not identified Not assessed for impact and readiness People challenges of the change not adequately understood or managed = increased risk 12 6

7 Cures: Top 5 tips 1. Influence executives to prioritize and sequence the change agenda Work with the group/s with which you are most influential Executives are you a trusted advisor? PMO Program Manager Project Manager/s and teams HR Managers Choose carefully and be clear on your outcomes, messages and timing 13 Cures: Top 5 tips Get the facts that will influence Executives: Connect with strategy and their goals and concerns Number of changes underway/by time/type/level/function/location Impacted groups VS End users. Who needs to adopt and use the change for the expected benefits to be achieved? Risk Assessment for each group for each change Collect examples and stories Suggested tools: Prosci CMROI Calculator Heat Maps Prosci People Risk Assessment Use preferred senders PMO, PMs, managers What is your recommendation? What s the WIIFM for your audience? 14 7

8 Cures: Top 5 tips 2. Move to managing the change portfolio Build support Who will be the end user of the outputs? Focus on the end goal and the change in behaviour not the technology solution 15 Cures: Top 5 tips 3. Improve the effectiveness of Change Management Choose 1 or 2 key changes and let the results speak 4. Support managers to re-energise themselves and their teams Clear priorities, constantly reiterated and demonstrated Recognition of good work, towards the change and in the past Feeling valued or treated respectfully Listen to and encourage team members Clarify when managers and teams can contribute to decisions Having pride in their organisation - even when the change is in response to a difficult situation Clear, short communication, especially about progress 16 8

9 Cures: Top 5 tips 5. Build resilience among managers and teams Change is here to stay What can we do to become more resilient and support each other? Enlist HR/L&D/HR professionals 17 Resources Prosci CMROI Calculator Prosci PCT Analyzer Prosci Change Portfolio Toolkit ADKAR Dashboard (coming soon to the Prosci Portal) Free Prosci Tutorials

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